- Pharmstandard

Transcription

- Pharmstandard

ANNUAL REPORT 2009
Annual report 2009
3Introduction
6
Directors’ statement of responsibilities
7
Major Events and Achievements
8Pharmstandard in figures
10 Shareholders Structure
10 Corporate Governance
16
Business Report
18Mission
18Strategy
20Operating Environment
57Risk Management
60Management’s Discussion and Analysis
of Financial Condition
and Results оf Operations development
62Introduction
70Liquidity and Capital Resources
72 Qualitative and Quantitative Disclosures about Market Risks
74Consolidated Financial Statements
for the year ended 31 December 2009
76
78
80
Independent Auditors’ Report
Consolidated statement of financial position as at 31 December 2009
Consolidated statement of comprehensive income
For the year ended 31 December 2009
82 Consolidated cash flow statement
84 Consolidated statement of changes in equity
85Notes to the consolidated financial statements
126Contacts
128 Investor Relations
129 Covering Analysts
130Abbreviations

page #1
Introduction
I welcome the opportunity to present you with the
Pharmstandard annual report, discussing our
performance in 2009 and share with you the major
factors contributing to our success that allowed us to
reach such high financial and operational results.
EMPLOYEE from left to right:Victor Fedlyuk – Head of Legal Department, Sergey Dushelikhinsky – Chief Commercial Officer, Stanislav Reshetnikov –
National Marketing Manager, OTC & Rx, Elena Arkhangelskaya – Chief Financial Officer, Olga Mednikova – Chief Sales &
Marketing Officer, Igor Krylov – Chief Executive Officer
PRODUCTS from left to right: Complivit®, Pentalgin®, Afobazol®, Phosphogliv®, Flucostat®, Arbidol®, Codelac®
page #2
Annual Report of OJSC Pharmstandard for 2009
page #3
CEO Statement
Dear shareholders and partners,
I welcome the opportunity to present you with the Pharmstandard annual report, discussing our performance
in 2009 and share with you the major factors contributing to our success that allowed us to reach such high
financial and operational results.
It is the first time that a Russian company-manufacturer became the leader in the pharmaceutical market
of Russia measured by sales. For three years we have been the leaders in commercial segment of Russian
market. Furthermore, Pharmstandard remains the leader among the domestic manufacturing companies,
measured by pharmaceutical product sales, having increased its market share from 18.9% to 20%.
It is a great pleasure that during the tenth anniversary of «Platinum Ounce 2009», the open competition
among professionals of pharma business, Pharmstandard was awarded in the nominations for «The Company
of the Year – the Russian pharmaceutical products manufacturer» and «The Company of the Decade – the
Russian pharmaceutical products manufacturer».
Meanwhile, 2009 was the year of world financial crisis which resulted in serious changes to the macroeconomic environment and as a result many companies reconsidered their strategy and business tactics. Following the strategy of active costs control, the operational budget of the year 2009 was approved at the previous
year level and we optimized marketing and promotional expenses.
Pharmstandard’s management concentrated all efforts to the main strategic directions of the Company and
increased the demand of leading brands through offering these brands at affordable prices to consumers at
a level of November 2008, as well as executing effective marketing and promotion activities which allowed
the Company to achieve a leadership position in the market. As a result, the organic growth of the company
revenue increased by 46% in value and 13% in volume.
We significantly increased the share of our own pharmaceutical products as well as products produced
by 3rd party manufacturers within «7 nosologies» and other reimbursement programs.
One of the important initiatives of Pharmstandard in 2009 was the Company’s participation in the joint biotechnological project «Generium» in order to develop and manufacture innovative biological products within
the state program of import substitution.
In the year 2009 the Russian Government paid the significant attention to the «Strategy of development
of the Russian pharmaceutical industry – Pharma 2020» and forming-up the transparent regulatory system
and control of the pharmaceutical market. Management anticipates that these government initiatives will be
beneficial to the pharmaceutical market and may help Pharmstandard to further develop its position as leader
of the Russian pharmaceutical industry.
I look forward to the future and have confidence that Pharmstandard will continue achieving profitable business growth and providing long term value to our stakeholders.
For and on behalf of the Board of Directors
Sincerely yours,
Igor Krylov
page #4
It is the first time that
a Russian companymanufacturer became
the leader in the
pharmaceutical market
of Russia measured by
sales. For three years we
have been the leaders
in commercial segment
of Russian market.
Igor Krylov
Chief Executive Officer
PRODUCTS from left to right:
Combilipen®
Biosulin® R
Rastan®
Arbidol®
Introduction
page #5
Directors’ statement of responsibilities
The Directors are responsible for preparing this Annual Report of JSC Pharmstandard («Pharmstandard» or «the Company»), including financial statements in accordance with applicable law and regulations. Each of the current Directors,
whose names and functions are listed in the Corporate governance section of the Annual Report 2009 confirms that, to
the best of his or her knowledge:
■■
the Company’s financial statements, which have been prepared in accordance with IFRS, give a true and fair view
of the assets, liabilities, financial position and profit of the Company; and
■■
the Business Report section contained in the Annual Report includes a fair review of the development and performance of the business and the position of the Company, together with a description of the principal risks and
uncertainties that it faces.
Igor Krylov
page #6
Major Events and Achievements
Company
■■
Pharmstandard became the leader of the Russian pharmaceutical market as result of higher sales of medicines,
and increasing its share in the market from 4.0% to 4.4%.
■■
Pharmstandard keeps the leadership in the commercial segment of the market, increasing its share from 5.2% to
5.5% as result of higher sales during 2009.
■■
Pharmstandard remains the uncontested leader among the domestic producers as result of higher sales of medicines increasing its share from 18.9% to 20.0%.
■■
In the framework of the tenth jubilee of the open contest of professionals in pharmaceutical branch «Platinum
ounce 2009» Pharmstandard was elected the winner in the nominations «Company of the Year – Russian producer of medicines» and «Company of decade – Russian producer of medicines».
■■
Pharmstandard was the first Russian company to become a full-fledged member of the International Pharmaceutical Excipients Council Europe (IPEC Europe). Pharmstandard is the first Russian company included to the
organization.
■■
In November 2009, Pharmstandard JSC has legally merged with two minor subsidiaries Pharmstandard-Oktyabr
OJSC and Masterlek CJSC. This merger was performed to optimize the legal and organizational structure of the
Group (which was comprised of Pharmstandard JSC and its subsidiaries) and had no significant impact on Pharmstandard business activities.
■■
In the 4th quarter of 2009 the management of the Group approved the plan for the foundation of a new Biotech
joint venture as the part of a strategic plan incorporated in project «Generium». In February 2010 LLC «NauchTechStroy Plus» (LLC «NTS Plus») was established by two participants and duly registered. Pharmstandard owns 50%
of the share capital.
■■
On April 2010 LLC «NauchТеkhStroy Plus» signed an agreement with Affitech A/S (Denmark) for the joined
development of innovative monoclonal antibody for treatment of oncological and other deseases. The amount
of investments from the part of «NauchТеkhStroy Plus» will total 23 millions euro. The commercialization of pharmaceutical preparations in Russia and CIS countries will be managed by Pharmstandard.
■■
On April 2010 the Pharmstandard acquired 11.3% of shares of Joint-Stock Company Grindeks, one of the biggest producers of medicines in Latvia, continuing the strategic partnership in the distribution and promotion
of Mildronate® in Russia.
Financials
■■
Revenue growth +68%, total revenue RUR 24,095.4 million
■■
Gross margin + 34%, gross profit RUR 11,727.5 million or 49% of total sales
■■
EBITDA growth +59%, EBITDA RUR 9,410.4 million or 40% of total sales
■■
Net profit growth + 96%, net profit RUR 6,852.4 million or 28.4% of total sales
Introduction
page #7
OTHER
66.1% (66.7%)
bln Rur
bln Units
4.4
600
5
Products
4.5
500
■■ 400
4
486
Antiviral product Arbidol® became the leader of Russian pharmaceutical market as result of significantly in3
creased sales for year the 2009. The efficacy of Arbidol® as preventive measures and treatment of «swine flu»
300
А/H1N1 was confirmed by the leading Russian virology science centers. The sales of Arbidol® in year 2009 reached
RUR 5,503 millions.
■■
200
100
■■
0
2
Arbidol®
130 was elected the winner and was awarded the «Platinum ounce 2009» in the nominations «Over-thecounter preparation of the year» and «Over-the-counter preparation of the decade». The preparation Pentalgin®
1
became the winner of the award «HOUSEHOLD BRAND/BRAND №1 in Russia» in the category «Analgesic drug».
The preparation Complivit® became the winner of the award «Brand of Trust» in the category «Vitamins».
0
7 brands
the list of2005
15 best-selling
brands in the
segment of
domestic producers
in 2009.
2002of the company
2003 entered
2004
2006
2007
2008
2009
They are: Arbidol® (antiviral product), Pentalgin® (pain reliever), Complivit® (vitamins + minerals), Amixin® (immu-
20
nostimulatory agent), Terpincod® (antiflu), Codelac® (antiflu), Flucostat® (antifungal).
15.0
13.9
15
Facilities
20.0
18.9
16.4
Pharmstandard announced the receipt of European Union Good Manufacturing Practice (EU GMP) certificates
■■
10
5
of conformity for 6 manufacturing lines after the State Agency of Medicines of Latvia audited Pharmstandard-Leksredstva JSC (Pharmstandard-Leksredstva). The Agency inspected drug product manufacture and quality control
5.5
5.2
4.6
management
Practice. Pharmstandard-Leksredstva was the first
4.2 the EU Good Manufacturing
4.0 for compliance with
Russian company to be entered into the European database EudraGMP (European Medicines4.4
Agency, EMEA).
4.0
3.6
3.2
3.1
0
2005
2006
2007
2009
24 095
Pharmstandard in figures
2008
25 000
6 852
9 637
11 727
3 503
6 049
4 882
3 263
6 852
3 255
2 036
4 942
1 019
1 720
3 178
5 685
320
583
1 726
3 946
10 000
8 759
11 371
8 523
15 000
5 000
14 336
20 000
0
2004
Revenue
page #8
2005
Gross Profit
2006
EBITDA
2007
2008
2009
Net Profit
2004
2005
2006
2007
2008
2009
Revenue, RUR mln
3,946
5,685 +44%
8,523 +50%
11,371 +33%
14,336 +26%
24,095 +68%
Gross Profit, RUR mln
1,726
3,178 +84%
4,942 +56%
6,852 +39%
8,759 +28%
11,727 +33%
EBITDA, RUR mln
583
1,720 +195%
3,255 +89%
4,882 +50%
6,049 +24%
9,637 +59%
Net Profit, RUR mln
320
1,019 +218%
2,036 +100%
3,263 +60%
3,503 +7%
6,852 +96%
Sergey Dushelikhinsky – Chief Commercial Officer
PRODUCTS from left to right: Renipril®, Cyclodol®, Combilipen®, Biosulin® P, Rastan®, Azithrox®
Introduction
page #9
Shareholders Structure
Pharmstandard became a public company in 2007 by offering to the public 25.0% of its share capital in the form of GDR
during the Initial Public Offering (IPO) on the London Stock Exchange (LSE) and 18.3% of its share capital in the form
of ordinary shares on two local stock exchanges (RTS, MICEX).
In May 2008, the major Pharmstandard shareholder, Augment Investments Limited, placed 2.5% of JSC Pharmstandard
share capital in the form of GDR at the market price.
The following table provides information about Pharmstandard shares ownership.
As of 31 December
2009
2008
54.31%
54.2%
0.02%
–
Free Float
45.67%
45.8%
GDR
27.57%
27.5%
Local shares
18.10%
18.3%
Augment Investments Limited
Treasury Shares (Pharmstandard)
Dividends
The Board of Directors recommends not paying dividends for the financial year ended December 31, 2009. Like in
2007 and 2008, no dividends on ordinary shares will be paid out of 2009 earnings. The Company will retain earnings for
possible M&A deals and development of biotech projects.
Corporate Governance
JSC Pharmstandard is subject to applicable corporate governance regulations. In 2009, the Company continued its efforts
to advance adoption of international corporate governance standards.
Throughout 2009, the Company fully complied with international ethical standards and the requirements set forward by
the London Stock Exchange.
Corporate Code
The Corporate Code sets out internal control procedures for Pharmstandard financial and business operations. In particular, it specifies:
■■
procedures for the internal controls over our financial and business operations,
■■
procedures for the internal audit of compliance with internal controls.
page #10
The Company will
announce the date
and location of 2009
Annual General
meeting in a special
press release
In addition, the Corporate Code regulates the use of insider information by Pharmstandard’s management and employees. Thus, the
Corporate Code provides that members of the Company’s Board
of Directors, Chief Executive Officer and internal auditors shall use
insider information (as defined by the Corporate Code) only for the
benefit of the Company, pursuant to applicable law and in accordance
with the Corporate Code. The Corporate Code also provides for certain
procedures implemented to ensure that all relevant individuals observe regulations set forward by this document.
Victor Fedlyuk
Head of Legal Department
PRODUCTS from left to right: Complivit®, Arbidol®, Afobazol®, Pentalgin®, Phosphogliv®, Codelac®, Flucostat®
Introduction
page #11
The Corporate Code also establishes the requirement for the members of the Company’s Board of Directors and the
General Director to disclose any trading in the Company shares.
The updated version of the Corporate Code was approved by the Company’s Board of Directors on 1 October 2008.
The Company’s governing bodies are:
■■
Annual General Meeting,
■■
Board of Directors,
■■
Board of Directors Committees,
■■
Management Board.
Annual General Meeting
The Annual General Meeting attended by all shareholders is the Company’s highest decision-making body. The Company
will announce the date and location of 2009 Annual General Meeting in a special press release.
Board of Directors
The Board of Directors principal goal has always been to represent the interests of Pharmstandard shareholders and other
stakeholders. The Board of Directors consists of 11 members; 3 of them are independent.
The Board of Directors comprises:
Viktor Kharitonin
Chairman of Board
of Directors
Mr. Kharitonin has served as Chairman of our Board of Directors
since May 2006. Mr. Kharitonin graduated from Novosibirsk State
University.
Igor Krylov
Board Member,
Chief Executive
Officer
Mr. Krylov serves as our Chief Executive Officer since 2003 and
member of Board of Directors since May 2006. He has more than
16 years experience working in the pharmaceutical industry. Previously, Mr. Krylov held positions with Eli Lilly and Sanofi–Aventis. He
graduated with honours from Kirov Military Medical Academy.
Elena Arkhangelskaya
Board Member,
Chief Financial
Officer
Ms. Arkhangelskaya has served as our Chief Financial Officer since
2003 and member of board of Directors since June 2008. She
has 13 years experience working in the pharmaceutical industry.
Previously, she held senior positions at Eli Lilly. Ms. Arkhangelskaya
graduated from the State Financial Academy and obtained a master
of business administration (MBA) degree.
Yegor Kulkov
Board Member
Mr. Kulkov has served as a member of our Board of Directors since
May 2006. Mr. Kulkov has held a number of senior financial positions
in various companies, and currently serves as Head of the Operational Department at Commercial Bank Aresbank and as General
Director of both Vita Realt. He graduated from Novosibirsk State
University.
page #12
Pavel Mileyko
Board Member
Mr. Mileyko has served as a member of our Board of Directors and
Management Board since May 2006. Mr. Mileyko graduated from
Novosibirsk State University.
Sergey Dushelikhinsky
Board Member,
Chief Commercial
Officer
Mr. Dushelikhinsky has served as our Chief Commercial Officer since
2003 and member of Board of Directors since June 2008. He has
13 years experience in sales. Previously, Mr. Dushelikhinsky worked
for CJSC Veropharm and FTK Vremya. Mr. Dushelikhinsky graduated
from Moscow Technical University.
Viktor Fedlyuk
Board Member,
Head of Legal
Department
Mr. Fedlyuk has served as our Head of Legal Department since
2003 and member of Board of Directors since June 2008. He has
more then 11 years of experience in the legal profession, and
worked for JSC Sibneft from 1996 to 2003. Mr. Fedlyuk graduated
from the National Law Academy of Ukraine.
Olga Pokrovskaya
Board Member
Ms. Pokrovskaya has served as a member of our Board of Directors
since October 2006. She also serves as a member of Evraz Group
S.A Board of Directors. Ms. Pokrovskaya has more than 15 years
of financial experience. Ms. Pokrovskaya graduated from the State
Financial Academy and is a certified public accountant.
Roman Goryunov
Independent
Board Member
Mr. Goryunov has been a Board Member since June 2008. Previously,
he held executive positions at NP RTS Stock Exchange. Currently, Mr.
Goryunov is Chairman of RTS JSC Management Board. He graduated
from St. Petersburg Technical University Department of Economics and Management with a degree in Economics and Information
Systems.
Alexandr Pevzner
Independent
Board Member
Mr. Pevzner has served as a member of our Board of Directors
since June 2008. Previously, he held various executive positions in
a number of business corporations. Currently, Mr. Pevzner holds the
position of Adviser to the General Director of JSC Wholesale Power
Market Sixth Generating Company.
Ivan Tyryshkin
Independent
Board Member
Mr. Tyryshkin has served as an independent member of our Board
of Directors since October 2006. He also serves as a member
of OJSC RTS Board of Directors. He previously served as President
of NP RTS from 2001 to 2003 and as President of CJSC Russkoye
Zerno from 2003 to 2004. Since 2006, he was served as both
Managing Director and General Director of LLC ATON. Currently, Mr.
Tyryshkin has served as Chairman of Rusgrein Holding. Mr. Tyryshkin
graduated from the Russian Academy of Economics.
Introduction
page #13
Board of Directors Committees
The Board of Directors has the following committees
■■
Audit Committee
■■
Remuneration and Nomination Committee
Audit Committee
The following table provides information about the members of the Audit Committee. All members of Audit Committee
are independent members.
Ivan Tyryshkin
Committee Chairman
Roman Goryunov
Committee Member
Alexandr Pevzner
Committee Member
The Audit Committee is authorized to carry out the following functions relating to the control of the Company’s financial
and business operations:
■■
Evaluating and selecting the external auditors to be nominated for election at an Annual General Meeting;
■■
Reviewing the external auditors’ terms of engagement;
■■
Determining the scope and the review of the results of external and internal audits;
■■
Review our financial statements and analyze changes in accounting policies, as well as any material adjustments
introduced as a result of audit;
■■
Report internal control and accounting issues to the Board of Directors.
Remuneration and Nomination Committee
The following table provides information about the members of the Remuneration and Nomination Committee.
Ivan Tyryshkin
Committee Chairman
Olga Pokrovskaya
Committee Member
Yegor Kulkov
Committee Member
The Remuneration and Nomination Committee contributes to building a sustainable, highly professional and motivated
executive team. It is authorized to:
■■
Assist the Board of Directors in the development of our remuneration and benefits policies;
■■
Develop a remuneration system for the members of the Board of Directors and Chief Executive Officer;
■■
Select and interview potential nominees to the Board of Directors and CEO position; and
■■
Prepare recommendations for the Board of Directors with respect to these matters.
page #14
Management Board
The Board has delegated to the Management Board the coordination of the Company’s day-to-day business operations.
The Management Board is headed by the Chief Executive Officer and also includes the following members:
Igor Krylov
Chief Executive
Officer
Mr. Krylov serves as our Chief Executive Officer since 2003.
Pavel Mileiko
Board Member
Mr. Mileyko has served as a member of our Board of Directors since
May 2006.
Olga Mednikova
Chief Sales &
Marketing Officer
Ms. Mednikova has served as our Chief Sales and Marketing Officer
since 2003. She has more then 14 years experience working in the
healthcare industry. Previously, Ms. Mednikova held senior management positions in marketing and promotion at Glaxo Welcome and
IVAX. Ms. Mednikova graduated from Samara State Medical University and holds an MD PhD degree.
Introduction
page #15
Business Report
At Pharmstandard, we are dedicated to the
development and production of advanced
pharmaceutical products, which meet healthcare
requirements and patients’ expectations
EMPLOYEE from left to right:Sergey Pyltsin – HR Director, Aleksey Fedotov – Head of Administration, Sergey Dushelikhinsky – Chief Commercial Officer,
Dmitry Sadeev – Chief Information Officer, Olga Mednikova – Chief Sales & Marketing Officer
PRODUCTS from left to right: Imudon®, Corvalol, Biosulin® N, Amixin®, Pentalgin® Plus, IRS® 19
page #16
page #17
Mission
At Pharmstandard, we are dedicated to the development and production of advanced pharmaceutical products, which
meet healthcare requirements and patients’ expectations.
The Сompany is committed to the following guiding principles:
■■
Innovation – speedy implementation of cutting-edge scientific developments in medicine and pharmacology in
close cooperation with Russian and international scientists
■■
Efficiency – implementation of business process management procedures based on an efficient and balanced
combination of technical and scientific innovations with a vast practical experience acquired over the years of extensive involvement in pharmaceutical market
■■
Responsibility – the use of international administrative and technological standards as part of the Сompany’s responsible consumer policy. Compliance with ecological standards and commitment to the reduction of industrial
effect on the environment in the context of the Сompany’s responsibility to future generations
Strategy
We strongly believe that our achievements depend on successful implementation of the Company Strategy. Our
goal is to further strengthen our leading position in the Russian pharmaceutical market. The key elements of our
strategy are as follows:
■■
Promote our market-leading brands to drive sales growth and profitability. We intend to strengthen our
market position in Russia by continuing to leverage our strong brand loyalty and brand awareness through effective sales and marketing of our market-leading brands. We will continue promoting these brands by introducing
line extensions of trusted and established products, such as our well-known branded product ranges Pentalgin®,
Complivit®, Arbidol® and Flucostat®. We will also continue to focus on promoting higher value added brands –
Afobazol®, Phospogliv®, Neupomax®, Biosulin®, Rastan®.
■■
Launch new pharmaceutical products in a timely manner to capture market share. We intend to maintain
strong growth and capture market share by leveraging the brand loyalty and brand awareness of our market-leading brands to develop and launch new products in our Core Therapeutic Segments. We also intend to develop
and launch new products in potential for our growth new therapeutic segment. Specifically, we intend to:
■■
focus on the timely identification and development of new products, including the development of lineextensions of current brands;
■■
focus on the timely identification and development of new products that complement our Core Therapeutic Segments and develop new products to penetrate new therapeutic areas;
■■
launch these new pharmaceutical products in a timely manner to capture significant market share;
■■
leverage our sales and marketing infrastructure to promote new product launches and achieve leading
market positions for new branded products
■■
Maintain our focus on cost control. Our focus and ability to control costs is an important element of both our
operating and financial performance. We will continue to evaluate and respond to manufacturing and distribution
cost inefficiencies. We also plan to further rationalize our manufacturing costs in order to keep gross profit margins by managing our product mix on the basis of the demand for our pharmaceutical products.
page #18
■■
Expand our sales and marketing capabilities. Our sales team has more than doubled in the last two years
and amounted to 485 sales people by the end of 2009. We also intend to promote further specialization of the
Company sales force by therapeutic areas and expect our more specialized sales and marketing team to facilitate
our increased calling efforts on medical practitioners, regional and national distributors and other customers. This
measure will help to increase customer awareness of our product portfolio and drive further sales growth.
■■
Grow through acquisitions and realize synergies. We intend to complement our organic growth through
the assessment and use of acquisition opportunities, including opportunities for specific brands, trademarks and
patents.
■■
Cooperation with leading pharmaceutical companies. We intend to complement our organic growth through
cooperation with leading pharmaceutical companies based on co-manufacturing or exclusive marketing and
promotion of their most successful pharmaceutical products. Starting from 2008 together with Solvay Pharmaceuticals (France), we have successfully launched SOLMIR Project for the manufacturing of two immunomodulating products – IRS19® and Imudon®. Starting from 2008 we established cooperation with Grindeks (Latvia) for
exclusive marketing, promotion and distribution of Mildronate® on the Russian pharmaceutical market.
■■
Exploit opportunities arising from government funding of healthcare. We believe that we are well positioned to benefit from potential changes in the Federal Reimbursement Programme (FRP), which are expected
to increase the participation of local producers. We plan further participation in the Federal Reimbursement
Programme (FRP), namely in the Federal Programme for 7 costly diseases with our GNA product Rastan® (somatotropin), and in the ONLC Programme with our insulin product Biosulin® and some other Rx products (both
programmes are parts of FRP). In 2009, Pharmstandard won a state auction under Seven nosologies program
(part of the FRP) in the anticancer drug category. As a distributor of Velcade® (INN: bortezomib), an original
medication by Janssen-Cilag.
Business Report
page #19
PHARMSTANDARD
5.5% (5.2%)
BAYER HEALTHCARE
3.7% (3.4%)
BERLIN-CH/MENARINI
3.7% (3.4%)
SANOFI-AVENTIS
3.6% (3.6%)
SANDOZ
3.2% (3.4%)
GEDEON RICHTER
3.1% (3.0%)
Russian Pharmaceutical Market
NOVARTIS
3.0% (3.2%)
NYCOMED
2.9% (3.0%)
Russian Pharmaceutical market keeps tendency of growth in 2009 despite the
world financial crisis. From
our(2.8%)
point
SERVIER
2.8%
STADA
ARZ.
AG
2.4%
(2.3%)
of view it is a continuous confirmation of the significant potential of its furthermore growth and development.
OTHER
66.1% (66.7%)
Operating Environment
Chart #1.
Total Market
by value
by volume
bln Rur
bln Units
4.4
600
500
4.5
5
4
486
400
3
300
2
200
130
1
100
0
0
2002
2003
2004
2005
2006
2007
2008
2009
20
20.0 market
As opposed to decrease in the other industrial sectors (auto industry, retail and wholesale) pharmaceutical
18.9
16.4 *
growth rate in RUR in 2009 is considerable and equals to 25.1% . Thus despite the crisis Russian pharmaceutical market
15.0
continues
to
be
the
one
of
the
fast
growing.
13.9
15
Overall volume of Russian pharmaceutical market in 2009 in monetary terms amounted to 485,970 mln RUR*.
10
It is obviously that one of the factors of growth of the market in monetary terms was increase of prices for medicines as
a result of inflation. Thus the growth rate of the average market price per package
in 2009. However
5.2 equaled to 21.6% 5.5
4.6
4.2
4.0
5
this figure is 7% lower than in 2008 when price growth due to the starting recession was the biggest for the last 3 years*.
4.4
4.0
3.6
3.2
3.1
In 2009, the biggest growth rate of 29.1% in monetary terms was demonstrated by the commercial segment of the mar0
ket which
is 3.6% higher than in the previous year. In 2008, the biggest growth rate in monetary terms was demonstrated
2005
2006
2007
2008
2009
by the segment of Federal reimbursement program (FRP). Given continuous domination of the commercial segment
24 095
in the pharmaceutical market structure in monetary terms (76.8%), the main customers, as during the previous years,
are represented by individual consumers*. It should be stressed that in 2009, the pharmaceutical market showed 2.8%
increase
in volume as opposed to the previous year 1.2% decrease due to the financial crisis started in the second half
25 000
9 637
523
page #20
11 727
15 000
759
11 371
preliminary data of the Center of Marketing Researches (CMR) «Pharmexpert»
14 336
20 000
*
Organic revenue growth
for pharmaceuticals
amounted to 46%.
OTC drugs have demonstrated a growth of 43%,
Rx drugs grew 71.7%.
of 2008. The main contribution in growth of the market in volume was
made by the commercial segment (+3.4%)*.
The overall volume of the market in 2009 equaled to 4,354 mln
packages*.
One of the significant factors which influenced the dynamics of the
pharmaceutical market in 2009 was epidemic situation with acute
respiratory viral infection (ARVI) and flu including А/H1N1* type, widely
spread in the second half of 2009.
Olga Mednikova
Chief Sales & Marketing Officer
Statistics of the Federal Service for Supervision of Consumer Rights
Protection and Human Welfare in 2009 indicates growth of acute respiratory viral infection (ARVI) and flu in comparison with the previous
*Pandemic of so-called «swine» flu, official name – A/H1N1 was announced by the World Health
Organization (WHO) in June 2009
Complivit®
Business Report
page #21
Chart #3.
Share of leading companies in Russian pharmaceutical market, in RUR, %
PHARMSTANDARD
4.4% (4.0%)
NOVARTIS
4.3% (4.6%)
SANOFI-AVENTIS
3.8% (3.8%)
BAYER HEALTHCARE
3.7% (3.6%)
BERLIN-CH/MENARINI
3.1% (2.8%)
ROCHE
2.8% (2.8%)
GEDEON RICHTER
2.7% (2.5%)
SANDOZ
2.7% (2.8%)
NYCOMED
2.6% (2.5%)
TEVA PHARMACEUTICAL
INDUSTRIES LTD.
2.5% (1.7%)
OTHER
67.4% (68.8%)
year. In particular, АRVI rate increased by 21.6% and flu by a factor of 1.9 in comparison with the same period in 2008. As
per expert opinion, the growth of ARVI rate was also related to the epidemic of А/H1N1 flu strain. That time the Ministry
of Health and Social Development published and distributed methodical recommendations on prevention and treatPHARMSTANDARD
5.5% (5.2%)
ment of influenza caused by A/H1N1 virus. Above recommendations in addition to those set by WHO included Arbidol®,
BAYER HEALTHCARE
3.7% (3.4%)
which confirmed its effect in respect of this flu strain for models in vivo and in
vitro. source (1), (2), (3) on page 59 3.7% (3.4%)
BERLIN-CH/MENARINI
SANOFI-AVENTIS
3.6% (3.6%)
SANDOZ
3.2%
(3.4%)
The quarterly analysis of the pharmaceutical market shows that during the 1stGEDEON
and 2nd RICHTER
quarters of 2009 there
was nega3.1% (3.0%)
tive dynamics of market volume in packages, -2.2% and -2.9% respectively. This
tendency was in line with
decrease
NOVARTIS
3.0%
(3.2%)
NYCOMED
2.9%
(3.0%)
rd
of medicine consumption started in 3 quarters of 2008 due to significant price increase. The 3 quarter 2009 demonSERVIER
2.8% (2.8%)
strated positive dynamics in comparison with the previous year (+1.4%) and STADA
essential
market
packages
ARZ.
AG growth in 2.4%
(2.3%) ocOTHER diseases rate, growth
66.1% (66.7%)
curred in the 4th quarter 2009 (+15.1%). During that period as a response to increasing
of demand
took place for almost all drugs categories used for treatment of acute viral infections. They include antiviral, immune
modulating, antibacterial medicine as well as fever treatment, nasal drugs, etc. In general, consumption then could be
characterized
bln Rur as «purchase not only for the current needs but also to make reserves for the future» anticipating
bln Unitsepidemic
5
600 and shortage of medicines curing flu. As mentioned above it resulted in increase of retail sales volume
4.4 of the
respective product categories.
4.5
500
4
According to the preliminary statistics of CMR market share of the main suppliers to the Russian pharmaceutical
486 market
400
significantly
changed as compared to 2008. The first time Pharmstandard took leadership in the total pharmaceutical
3
market and its market share increased from 4.0% in 2008 to 4.4% in 2009 as presented on the Chart #3.
300
In the commercial segment of pharmaceutical market Pharmstandard keeps the leading position during the last 32 years,
200
130 positive dynamics of market share from 5.2 % in 2008 to 5.5% in 2009 as presented on the Chart #4.
demonstrating
1
100
It is necessary to point out that during the last 4 years Pharmstandard demonstrated positive annual dynamics of market
share in the whole pharmaceutical market, in the commercial segment and the segment of domestic companies.
0
0
2002
2003
2004
2005
2006
2007
2008
2009
As the previous year, 2009 was characterized by certain events that influenced short-term and long-term development
20
of Russian
pharmaceutical market. In 2009, the State initiatives continued to be implemented in respect
20.0 of controls over
18.9
16.4
page #22
15
13.9
15.0
GEDEON RICHTER
2.7% (2.5%)
BAYER
HEALTHCARE
3.7%
SANDOZ
2.7% (3.4%)
(2.8%)
BERLIN-CH/MENARINI
3.7% (3.4%)
NYCOMED
2.6%
(2.5%)
SANOFI-AVENTIS
TEVA PHARMACEUTICAL 3.6% (3.6%)
SANDOZ
3.2%
INDUSTRIES LTD.
2.5% (3.4%)
(1.7%)
GEDEON
RICHTER
3.1%
(3.0%)
OTHER
67.4% (68.8%)
NOVARTIS
3.0% (3.2%)
NYCOMED
2.9% (3.0%)
SERVIER
2.8%%(2.8%)
Chart #4. Share of leading companies in commercial segment of Russian pharmaceutical market, RUR,
STADA ARZ. AG
2.4% (2.3%)
OTHER
66.1% (66.7%)
PHARMSTANDARD
BAYER HEALTHCARE
BERLIN-CH/MENARINI
SANOFI-AVENTIS
SANDOZ
GEDEON RICHTER
NOVARTIS
NYCOMED
SERVIER
STADA ARZ. AG
OTHER
bln Rur
600
4.5
500
400
300
5.5% (5.2%)
3.7%
(3.4%)
bln Units
3.7% (3.4%)5
4.4
3.6% (3.6%)
3.2% (3.4%)
3.1% (3.0%)
4
3.0% (3.2%)
486
2.9% (3.0%)
2.8% (2.8%)
2.4% (2.3%)3
66.1% (66.7%)
2
200
130
bln Rur
100
600
Chart #5. Dynamics of Pharmstandard’s market share*
bln Units
4.4
Total Market (all corporations)
Commercial (all corporations)
4.5
Total Market
(locaion corporations)
2002
2003
2004
2005
0
500
2006
2007
2008
2009
486
400
20
16.4
300
2
130
1
100
10
0
2002
4.0
5
20
2003
2004
4.2
3.2
15.0
2006
2005
13.9
5.2
2007
2006
5.5
2008
0
2009
4.4
20.0
3.6
4.0
16.4
18.9
2007
2008
2009
24 095
15
2005 4.6
3.1
0
10
25 000
*
0
4
3
15.0
13.9
15
200
20.0
18.9
1
5
preliminary data of the Center of Marketing Researches (CMR) «Pharmexpert»
20 000
5
5.5
5.2
4.6
4.2
4.0
0
9 637
15 000
11 727
11 371
14 336
drugs circulation. They included introduction of draft law «On drugs circulation», Decree of the Government
«Improve4.4
4.0
3.6
3.2
3.1
ment of State monitoring of prices for vital and essential drugs (VED)» and also approval of the new list of VED.
6 852
8 759
10 000
6 852
8 523
2005 of «Strategies2006
2007
2008
2009 for the
Within the framework
of development of pharmaceutical
industry
of the Russian Federation
6 049
4 882
4 942
5 685
period to 2020» elaborated in 2008, Prime-Minister of Russia, Mr. Vladimir Putin approved the list comprised of 50 drugs
0
24 095
3 503
3 263
3 255
2 036
1 720
1 019
3 178
583
320
Business Report
1 726
5 000
25 000
3 946
which attracted the largest share of budget expenditures. The main goal is to minimize those expenditures by means
page #23
of establishment of local production of those drugs in Russia, as well as development of domestic analogues by Russian
manufacturers. In 2009, Pharmstandard and Closed Joint-Stock Company «Pharmaceutical Company Lekko» declared
the establishment of joint biotechnological project «Generium» including production and scientific centers. Within this
project recombinant product of Coagil VII – first biogeneric of original drug – was developed and registered in 2009. Coagulation factor VII is within the list of the drugs being purchased under the program «Seven nosologies» for treatment
of patients with hemophilia. Inclusion of Coagil VII in the purchase program of 2010 could lead to budget savings under
the program of FRP.
«Strategy of development of pharmaceutical industry of the Russian Federation for the period of 2020» the Head of Ministry of Health and Social Development Mrs. Tatiana Golikova set the transition period to GMP in 2012.
Wide discussion among participants of pharmaceutical market was caused by the draft regulation of relations between
pharmaceutical companies and medical community, introduced by Federal Antimonopoly Service in response to the
initiative of Mr. Vladimir V. Putin raised during the Government session and submitted by the end of 2009 to the State
Duma for further processing.
Vital and Essential Drugs (VED)
As noted above one of the market growth factors in monetary terms in 2009 was price increase that started in the
second half of 2008. Price growth took place in almost all phases of the business cycle, from the producer as a response
to rising costs of raw materials and utilities to distribution channels including wholesale and retail segments. At the end
of 2008 growth rate of average price per package was determined mainly by wholesale and retail price increase; in the
beginning of 2009 change of producers prices influenced drastically the average price growth. During the second part
of 2009 the situation stabilized and producers, wholesale and retail prices growth slowed down.*
Situation with prices growth during the crisis period, primarily for drugs included in the list of VED, led to the State additional measures to regulate the price of these drugs including not only registration of producers prices for VED, but also
regulation of wholesale and retail mark-up.
Firstly, resolution №654 on the mandatory registration of producer prices for drugs included in the VED list was issued on
8 August 2009.
Further, the Federal Tariff Service Order dated 11 December 2009 №442-а approved the method of determining the
limits of wholesale and retail mark up added on top of the actual producer selling prices for VED. This method defines the
approach to the mark up assessment based on the analysis of routine data on sales volume, expenditures and profitability reported by the selected wholesale and retail enterprises. Further the Federal Tariff Service Order dated 14 December
2009 №983n approved the method of defining the limits of producer selling prices for VED. This method defines the
approach to price registration in 2010 i. e. average sale price for the period from 1 July to 31 December 2009 would be
the standard price to be registered. With respect to new drugs and those which were not in the market the standard
price to be registered would approximate the maximum price for the analogues or if no such analogues exist then the
*
According to the data of CMR
page #24
standard price to be registered would be determined based on cost of production. The method includes the obligatory
input of the data on volume and prices of delivered products on the site of the Ministry of Health and Social Development. Thus producers of drugs included in the list of VED are obliged to maintain the level of prices of the second part
of 2009 regardless of inflation and increase of production costs.
Producers prices registration date is defined as 1 April 2010. Therefore the entities of the Russian Federation are required
to approve new limits for wholesale and retail mark up by 1 March 2010. According to the Regulation of the Government
dated 30 December 2009 №2135-р new list of VED is approved. It includes about 500 international no-patented names
which correspond to about 6,000 drugs or 2,000 trade names.
In the structure of the pharmaceutical market the VED comprised 34.8% in packages and 55.6% in monetary terms (RUR).*
The list of VED produced by Pharmstandard includes 44 International Not patented Names (INN), 46 trade names and
86 names of medicines and products dosage.
The main VED medicines are:
No
INN
Trade mark
1
Azithromycin
Azithrox®
2
Arbidol®
Arbidol®
3
Insulin soluble (human genetically engineered)
Biosulin®
4
Insulin – izofan (human genetically engineered)
Biosulin®
5
Somatropin
Rastan®
6
Tilorone
Amixin®
7
Fluconazole
Flucostat®
9
Phospholipids + glyzyrrhizic acid
Phosphogliv®
*
preliminary statistics of CMR «Pharmexpert»
Business Report
page #25
Forecast for the Russian pharmaceutical market in crisis conditions
At the end of 2008, the forecasting of influence of the world financial crisis on the pharmaceutical market and drugs consumption seemed rather complicated. By the end of 2009 it could be concluded that the financial crisis had significant
impact on the situation in Russia, including decrease in GDP as compared to 2008, decrease in export proceeds from oil
and gas. Recently published preliminary data of Rosstat (Russian Statistics Committee) on GDP dynamics in 2009 shows
reduction of GDP by 7.9%, which as opposed to the official estimate of the Ministry of Economic Development of this
reduction by 8.5% looks optimistic. However many experts consider that this figure in any case exceeded the 1998 crisis
decline when GDP dropped by 5.3%.
If we consider the structural changes of GDP, of 15 types of economic activity, only two of them increased, including
health care and social services (0.6%) as well as the State governing and military security provision (3.2%).
One critical factor was that the Government has not reduced the costs of free drug supply, compared with the previous
year and taking into account the fact that pensioners are one of the most important categories in consumption of drugs,
it also introduced several increases of the basic pension amount, so that growth of pensions was ahead of the growth
of consumer prices.
As compared to the decline in other economic segments and markets, growth in consumption of drugs in 2009, even
with the substantial influence of the epidemiological situation with influenza and acute respiratory viral infection (ARVI),
is significant. This is evidenced by the fact that the pharmaceutical market is less affected by the crisis only because of the
need to treat fairly large number of diseases on long-term basis.
In the past three years the growth of the pharmaceutical market was mainly due to rising prices while maintaining the
sustainability of consumption to price increases.
In that situation the market growth occurred mainly at the expense of those categories of drugs, consumption of which
is less sensitive to price increases, i. e. when the consumer did not react by rejection.
Market growth is still likely in the next year.
However, the trend of the past three years shows that the market growth in packages was steadily declining because
of the continuing practice of raising prices.
This may further lead to restriction of the ability and willingness of the consumer as a key participant of the pharmaceutical market to purchase more expensive drugs, particularly in the absence of current preconditions for rapid recovery
and growth in purchasing power. Therefore, the growth of the market in monetary terms in the ongoing crisis could be
slowed down.
The second possibility of market growth might crystallize due to prices decline in conjunction with an increase of consumption in packages. In this case the growth of the market in monetary terms due to the growth of consumption in
packages can significantly mitigate the market decline resulted from the lower prices.
page #26
This could be contributed by the regulation of prices for the VED. In this case price increase for drugs that comprise 34.8%
of the total market in volumetric terms, will be suspended.
One of the important factors which influences and in the long term will continue to influence the growth of the pharmaceutical market is further development of budget funding of medication supplies to the population. In the current situation, the Government fully complied with its obligations on budget spending for the supplies to the eligible categories
of citizens.
In 2010, drugs for treatment of the eligible categories of citizens (FRP) will be financed in the amount of 88.4 billion RUR,
i. e. by about 10% more than budget in 2009 (80,0 billion RUR). Further growth of segment of additional medical provision is possible with the inclusion in the program of an additional list of nosology and further extension of the eligible
categories of citizens.
One of the major challenges set by the Government of Russia is to bring the rate of average consumption of medicines
to the European average level, i. e. in the next 10 years, consumption of drugs may increase significantly.
Given the dominant market share, the retail pharmacy segment is a key element affecting the further growth of the market in crisis. Over the past few years a steady trend of pharmacy chains growth was formed in the Russian market, which
influenced the overall growth of the retail segment.
This development of pharmacy chains on the pharmaceutical market was twofold, i.e., launch into operation of new retail
outlets and purchase or merger of pharmacy chains. However, the crisis in 2008 affected the growth of pharmacy chains
and the most retailers tended to reduce the number of pharmacy outlets. This can be explained primarily by the fact that
the major pharmacy chains have focused on optimizing the business and improving the effectiveness of the existing
outlets and closure of the unprofitable outlets.
Apparently, further growth of pharmacy chains considering the deficit of working capital and high interest rates is difficult. Under these conditions one of trends in the market is development by wholesale distributors of retail network and
adoption of the format of the pharmacies to the current demand of consumers, including optimization of pricing policy.
There are a number of successful examples in the market where regardless of the crisis, pharmacy chain demonstrates
revenues growth without reducing the number of pharmacies by means of work in discounter format.
Given all the above, one of the main factors influencing the growth of the pharmaceutical market is the growing consumption of drugs, which, despite the ongoing crisis with slowing of prices growth for medicines can be possible.
Business Report
page #27
Structure of the pharmaceutical market
The Russian pharmaceutical market consists of three segments: Commercial segment (Individual Consumer spending),
FRP segment (necessary drugs supply + seven costly diseases, State healthcare budget for eligible categories of citizens)
and Hospital segment (State healthcare budget from federal and regional level for the drug provision in hospitals and
inpatient departments). Over the past year, there were no significant changes in the structure of the pharmaceutical
market. According to preliminary data of CMR for 2009, the commercial segment is dominant in the market structure and
occupies 77% in monetary terms (RUR).
Increase of the commercial market share by 2.4% relates to its growth both in monetary and volume terms, as compared
with last year. The volume of the commercial segment in monetary terms in 2009 amounted to 373 billion RUR. The
share of FRP segment decreased slightly as compared with 2008 from 18.2% to 16.5% due to the accelerated increase
of the commercial segment. FRP segment in monetary terms amounted to 80 billion RUR (+9.3 billion RUR or +13.2%
from 2008). The share of the hospital segment in the structure of the pharmaceutical market in 2009 was consistent with
2008 at 7% with increase in monetary terms by 14% to 32.9 billion RUR.
Table #1.
Structure of Russian pharmaceutical market for the period of 2007–2009
Segment
2007, RUR billion
Market share, %
2008, RUR billion
Market share, %
2009, RUR billion
Market share, %
230.0
75%
289.0
74%
373
77%
FRP
47.9
16%
70.7
18%
80
16%
Hospital
27.9
9%
28.9
7%
32.9
7%
305.8
100%
388.6
100%
486
100%
Commercial
Total
Value of domestic and imported drugs, prescription and non-prescription medication in 2009 basically did not change in
the pharmaceutical market structure as compared with 2008.
Commercial segment
Sales of medicines in the commercial segment of Russian pharmaceutical market amounted to 373.03 billion RUR and
3.97 billion packages in 2009. As compared with the same period of the last year the segment grew by 29.1% in monetary terms (RUR) and 3.4% in packages.*
In the 1st and in the 2nd quarters 2009 there was growth of the commercial market segment as compared to the same
period of 2008 by 32% and 34% in monetary terms and decrease in by 1% and 3% respectively. These changes can be
attributed to the effects of the crisis of 2008, when there was a decrease in packages in the distribution network in conjunction with the growth in wholesale and retail prices.
In the 3rd quarter 2009 and especially in the 4th quarter 2009 the commercial segment demonstrated growth in packages
+2% and + 15%, respectively and in monetary terms +22% and +29%, respectively. The slowdown in growth during this
*
according to preliminary data of CMR
page #28
period in monetary terms can be associated with the regulation of wholesale and retail margins of antiflu drugs during
the flu epidemic and fixing the prices by certain producers to facilitate sales growth through increasing volume supply
to the market. For example in 2009, average retail price for the products of Pharmstandard increased only by +8% as
compared with 2008, whilst average retail price in the commercial segment of Russian pharmaceutical market increased
by 25% in 2009 compared with 2008 and amounted to 94 RUR.
Dynamics of average price in the segment of local and foreign manufacturers in 2009 as compared with 2008 was similar,
i. e. local producers have increased the average price by 24% and foreign manufacturers by 25%.
If we consider the dynamics of the average price per package in 2009 in the segment of the foreign manufacturers, it increased by 39 RUR from 159 RUR in 2008 to 198 RUR in 2009. In the segment of local producers the increase amounted
only to 7 RUR, from 30 RUR in 2008 to 37 RUR in 2009.
The share of imported and domestic products in the commercial segment has not changed significantly as compared to the previous periods, i.e. there was domination of imported drugs in monetary terms and domestic products
in volumetric terms.
Table #2.
The share of imported and local products in the commercial segment of Russian
pharmaceutical market in monetary terms,%
Year % to total segment sales in RUR (retail)
2002
2003
2004
2005
2006
2007
2008
2009
Imported
74.7%
74.2%
75.1%
74.5%
75.5%
75.0%
74.8%
74.3%
Local
25.3%
25.8%
24.9%
25.5%
24.5%
25.0%
25.2%
25.7%
Table #3.
The share of imported and local products in the commercial segment of Russian
pharmaceutical market in volumetric terms,%
Year % to total segment sales in packages
2002
2003
2004
2005
2006
2007
2008
2009
Imported
31.2%
30.7%
32.1%
32.5%
32.4%
34.1%
36.0%
35.3%
Local
68.8%
69.3%
67.9%
67.5%
67.6%
65.9%
64.0%
64.7%
The share of prescription (Rx) and nonprescription (OTC) medications in the commercial segment did not significantly
changed during the year. In 2009 as in the previous years the share of Rx medications slightly exceeds the share of OTC
medications in monetary terms and the share of OTC medications significantly exceeds the share of Rx medications in
packages.
Table #4.
The share of Rx and OTC medications in the commercial
segment of Russian pharmaceutical market in monetary terms, %
Year
% to total segment sales in RUR (retail)
2002
2003
2004
2005
2006
2007
2008
2009
OTC
50.5%
51.0%
49.6%
51.1%
49.5%
48.9%
50.2%
51.2%
RX
49.5%
49.0%
50.4%
48.9%
50.5%
51.1%
49.8%
48.8%
Business Report
page #29
Table #5.
Proportion of Rx and OTC medications in the commercial segment of Russian
pharmaceutical market in volumetric terms, %
Year
% to total segment sales in packages
2002
2003
2004
2005
2006
2007
2008
2009
OTC
73.5%
74.3%
74.0%
76.1%
75.2%
74.1%
73.5%
73.6%
RX
26.5%
25.7%
26.0%
23.9%
24.8%
25.9%
26.5%
26.4%
Thus despite the crisis and price growth, the share of the commercial segment in Russian pharmaceutical market and
structure of the commercial segment did not changed significantly. This confirms that the structure of drugs consumption in the commercial segment continues to be stable.
State funding of citizens’ drug supply Federal Reimbursement Program (FRP)
The FRP for citizens of Russia has been successfully operating for over 5 years. The program has undergone during this
period a number of changes both in terms of funding, and for a list of drugs procured under the program. Russian
Government has raised a task to increase the share of domestic producers in the public (budget) procurement of medicines. Nevertheless, the share of domestic companies in FRP procurement program in monetary terms has not changed
considerably*. In 2008, the share of domestic producers in monetary terms amounted to 5.6%, in 2009 it increased to 6%.
We must stress the fact that domestic products have a more affordable price compared to foreign counterparts, so their
share in monetary terms could not be changed significantly.
The share of domestic producers in packages in 2009 as compared to 2008, also remained unchanged being about 30%.
In 2009, there was an overall decline in packages of the procured drugs for the FRP by 13.5%. This is apparently due to the
further optimization of the volume of drugs purchased for the regional needs and transition of the part of the program
(FRP) to the regional level.
It should be noted that in several categories of drugs there was significant increase in the share of domestically produced
drugs. Thus, in the category of drugs for treatment of growth hormone deficiency (INN – somatotropin), the share of domestic product Rastan® (somatotropin) increased from 2.7% in 2008 to 14.7% in 2009. The total cost of supplies under
FRP for the eligible citizens in 2009 amounted to 80.0 billion RUR. In 2010, for supplies under FRP is planned to spend
88.4 billion RUR, i. e. by 10% more than they actually spent budget in 2009. Of the budget approved in 2010, 45.9 billion
RUR will be spent under the program «Seven nosologies», which is 10% more than in 2009.
*
according to preliminary data of CMR
page #30
Pharmaceuticals
The list of pharmaceuticals produced in different therapeutic groups and forms of production includes more than
200 items. In the second half 2008, the portfolio of Pharmstandard original products, including antiviral Arbidol® and
medication for the treatment of liver diseases Phosphogliv® was added with the anxiolytic drug Afobazol® and actively
promoted in 2008–2009.
The portfolio of Pharmstandard medicines represent the most significant market segments which in volume terms cover
48.7% of the total pharmaceutical market in monetary terms and 51.5% of the commercial segment in monetary terms.
The Company’s portfolio five market leading brands keep the leadership in their segments during the past five years.
They are Arbidol® (antiviral), Terpincod® (anticough), Pentalgin® (analgesic), Complivit® (vitamins + minerals), Flucostat®
(antifungal). Brands Arbidol®, Pentalgin®, Complivit®, Flucostat® show steady growth and continue to make major contribution to the growth of the Company’s revenues. The portfolio of five market leading brands was supplemented with the
sixth brand Afobazol®, which became a leader in its segment in 2009.
One of the main strategic segments of the Company is the segment of antiviral drugs for systemic use (J05B – antivirals,
excluding anti-HIV products) including Arbidol®. During the last four years Arbidol® continues to be the leader in the
commercial segment of the pharmaceutical market in sales in monetary terms. At the stage of Arbidol® brand integration
in marketing and promotion program of Pharmstandard immediately after the acquisition in 2006 we faced challenge
associated primarily with the increased use of antiviral therapy, in particular Arbidol® during the epidemic period of ARVI
and influenza. According to Comcon-Pharma survey, Arbidol® customer base in recent years shows a steady growth and
increased from 2007 to 2008 by 59.6% (from 3,261 thousand to 5,205 thousand people), and from 2008 to 2009 by 45.8%
(from 5,205 thousand to 7,591 thousand people)*. One of the important factors that influenced the growth of consumption of Arbidol® in 2009 was an epidemic of influenza and ARVI including influenza А/H1N1.
In addition to the active work with the medical community and consumers to promote Arbidol®, we paid serious attention to work on further developing the scientific and clinical evidence base. In February 2009 an international team
of famous Russian and British scientists published in the Antiviral Research journal an article with the results of research
on the peculiarities of the mechanism of antiviral action of Arbidol®. For a detailed study of the mechanism of action
of Arbidol® researchers used the approach that had been used to examine all known at the moment flu drugs with
proven antiviral activity. The authors of the article stressed that the probability of formation of influenza viruses resistant
to Arbidol® was significantly lower as compared with the traditionally used antiviral drugs.source (4) on page 59
Since identification in Russia of the first cases of influenza А/H1N1, three independent research centers studied the
biological properties of the new virus and determination of its susceptibility to antiviral drugs, including Arbidol®.
The studies have shown that Arbidol® effectively suppresses the reproduction of the virus А/H1N1 in vitro. The results of these and numerous previous preclinical and clinical studies have allowed including Arbidol® in the guidelines of the Ministry of Health and Social Development for the prevention and treatment of influenza caused by
virus А/H1N1. sources (1), (2), (3) on page 59
*
COMCON-Pharma, TGI-Russia «Russian index of target groups, November 2007–2009
Business Report
page #31
As a result of 2009, two brands of the Company i. e., Arbidol® and Pentalgin® were included in the list of 15 most sold
drugs throughout the Russian pharmaceutical market and the list of 10 best-selling brands in the commercial segment
of the Russian pharmaceutical market.
Seven brands of the Company entered the list of 15 best-selling brands in the segment of domestic producers in 2009.
They are: Arbidol® (antiviral), Pentalgin® (analgesic), Complivit® (vitamins + minerals), Amixin® (immunostimulatory agent),
Terpincod® (anticough), Codelac® (anticough), Flucostat® (antifungal).
As a result of 2009, the Company strengthened its position in the segment of products for the treatment of endocrine
diseases with increase of Rastan® share from 3.1% to 11% in monetary terms (segment of drugs for treatment of growth
hormone deficiency), Biosulin® – from 1.6% to 2.4% in monetary terms (segment of drugs for the treatment of diabetes
mellitus), in segment of products for the treatment of neurological diseases with increase of Afobazol® share from 26.3%
to 31.5% in monetary terms (segment of tranquilizers).
Sales of pharmaceuticals in 2009
According to the data of 2009, five therapeutic segments, among which are brand leaders (Arbidol®, Pentalgin®, Terpincod®, Complivit®, Flucostat®) comprise 60.5% in the structure of sales of pharmaceuticals of Pharmstandard (excluding
Velcade®). As in the past year, five leaders are supplemented in the segment of cardiological drugs with Mildronate®
(JSC «Grindeks»), incorporated in 2008 in the exclusive distribution and promotion in the territory of Russia by Pharmstandard. In comparison with 2008, the share of antiviral drugs has increased significantly due to the growth of sales
of Arbidol®. This increase has affected the shares of the other groups. In the ranking of pharmaceutical sales for the anatomic and therapeutic group (ATC), despite a slight decline in the share compared with last year, a group of analgesics
rose to second place, but cough and cold medications moved into third place. It is noted the positive dynamics of the
share of vitamins, primarily related to sales growth of the main brand Complivit® and its sub brands. Positive changes in
the structure of sales by ATC groups are noted in the group of tranquilizers, associated primarily with the successful result
of sales of Afobazol® throughout 2009.
page #32
Table #6.
Structure of sales of the Company’s pharmaceuticals per anatomic-therapeutic group (АТС)
Sales, mln RUR
ATC4 code
ATC2
J05B4
J05 ANTIVIRALS
J05B4 INFLUENZA
FOR SYSTEMIC USE ANTIVIRALS
N02B0
ATC4
N02 ANALGESICS
R05D2
A11A4
C01D0
N02B0 NONNARCOTICS AND
ANTI-PYRETICS
A05B0
J05B9
N05C0
R02A0
2009
2008
2009
2008
mln RUR
%
5,502.6
2,730.6
28.0%
20.7%
2,772.1
101.5%
2,731.8
1,958.4
13.9%
14.8%
773.4
-
1,641.2
2,275.3
8.3%
17.3%
-634.1
-27.9%
R05D2 ANTITUSSIVES
IN COMBINATIONS
A11 VITAMINS
A11A4 OTHER
MULTIVITAMINS WITH
MINERALS
1,323.2
783.1
6.7%
5.9%
540.1
69.0%
C01D0 CORONARY
THERAPY EXCLUDING
CALCIUM ANTAGONISTS AND NITRITES
1,194.3
1,149.4
6.1%
8.7%
44.9
3.9%
J02 SYSTEMIC
J02A0 SYSTEMIC
AGENTS FOR FUN- AGENTS FOR FUNGAL
GAL INFECTIONS
INFECTIONS
694.5
579.7
3.5%
4.4%
114.9
19.8%
A05 CHOLAA05B0 HEPATIC
GOGUES AND HE- PROTECTORS,
PATIC PROTECTORS LIPOTROPICS
638.5
428.3
3.2%
3.2%
210.2
49.1%
J05 ANTIVIRALS
J05B9 ANTIVIRALS,
FOR SYSTEMIC USE OTHERS
558.1
337.2
2.8%
2.6%
220.9
65.5%
N05 PSYCHOLEPTICS
N05C0
TRANQUILLISERS
534.2
235.8
2.7%
1.8%
298.4
126.6%
R02 THROAT
PREPARATIONS
R02A0 THROAT
PREPARATIONS
379.5
261.7
1.9%
2.0%
117.8
45.0%
4,475.0
2,449.6
22.7%
18.6%
2,025.4
82.7%
19,673.0
13,189.0
100.0% 100.0%
6,484.0
49.2%
Change
R05 COUGH
AND COLD
PREPARATIONS
C01 CARDIAC
THERAPY
J02A0
% of Sales
OTHER GROUPS
TOTAL
According to the strategy of development of drugs portfolio in 2009, 7 new products have been launched in the market,
4 of which were carried out in accordance with Company strategy to expand presence in five key therapeutic segments
through the development of sub-brands of umbrella brands – leaders. There were introduced three drugs in the line
of umbrella brand Complivit® – Complivit® Siyanie, Complivit® Anti-stress and Complivit® Diabetes, and one drug in the
line of umbrella brand Codelac® – combined drug Codelac® Broncho.
One drug is introduced in the market in 2009 in line with the strategy of the Company to launch new products in new
therapeutic segments. It is Magnelis B6®, containing magnesium and used in increased irritability, fatigue, sleep disturbance due to a deficiency of magnesium. Magnelis B6® is the first in Russian generic of the original product.
One element of the strategy to develop the existing brands is launching new forms of production and dosages. For
patient convenience and compliance to the treatment regime new package of Arbidol®, containing 20 capsules was
launched in 2009 additionally to the traditional packaging with 10 capsules.
Business Report
page #33
For the conformity of Pharmstandard with the needs of physicians and patients in the treatment of growth hormone
deficiency, it has been developed a new dosage of Rastan® – 20 IU (6.67 mg). The presence of 2 doses of the drug
Rastan® – 4 IU and 20 IU gives the possibility to most precisely select the drug and daily dosage of growth hormone for
each patient to maximize the effectiveness of therapy.
New products including new release forms of Rastan® and Arbidol® in the structure of sales of pharmaceuticals without
third parties products (TPP) in 2009 comprised 4.5% and amounted to 1,046 million RUR.
In 2009 there were joint projects with other pharmaceutical companies. In 2009, Pharmstandard continued work on
a joint project started in 2008, with the Latvian company Grindeks on the exclusive distribution and promotion in Russia
of Mildronate®. Sales volume of Mildronate® in 2009 amounted to 1,194.3 million RUR. Mildronate® sales are presented as
TPP sales.
In the first quarter of 2009, the Company also signed an agency agreement with Russian company LLC Pharmpark on
marketing and exclusive sales of Altevir® (interferon alfa-2b). The product belongs to the group of drugs used for treatment of viral hepatitis. The inclusion of Altevir® in marketing activities of the Company corresponds to the promotion
strategy because the Company was already successfully operating in the segment of products for treatment of liver diseases with Phosphogliv®. Sales of Altevir® in 2009 amounted to 32.2 million RUR. Altevir® sales are presented as TPP sales.
One important aspect in the promotion of prescription drugs is to use opportunities of FRP for the products mainly purchased in this market segment, such as Endocrinology products. In 2009, the total purchases of Rastan® (somatotropin)
under the program «Seven nosologies» among products for the treatment of growth hormone deficiency amounted to
92.4 million RUR. The share of the product in the structure of procurement under this program has increased to 14.7% in
2009 from 2.7% in 2008. In December 2009, the Company also won the public tender for delivery of Rastan® under the
FRP in the amount of 412.4 million RUR in 2010. Thus the share of Rastan® in the procurement program «Seven nosologies» among products for the treatment of growth hormone deficiency will increase from 14.7% in 2009 to 100% in 2010.
Given the experience in the FRP segment, in 2009, Pharmstandard acted as the distributor, participating in public tenders
for the supply of drugs from other companies under the FRP.
Among those products were Velcade® (bortezomib), Pulmozim (dornaza alpha), Coagil VII (coagulation factor VII). In
2009, the Company won the public tender under the program of «Seven nosologies» (part of the FRP) in the category
of anticancer drugs for supplies of the Velcade®, the production of Janssen-Cilag and sold that drug in the amount
of 3,661.9 million RUR. Sales of Velcade® are presented as TPP sales.
In December 2009, the Company also won the public tender for the supply of drugs in 2010 under the FRP in the
amount of 2,214.8 million RUR, including Pulmozim (dornaza alpha) and Coagil VII (coagulation factor VII).
According to the registration status and drugs distribution in pharmacies, the portfolio of products is divided into OTC
and Rx groups. The Company’s portfolio includes products that are sold under the trade names and INN (international
not patented name). In 2009, there was separately reported group Third Parties Products (TPP)
As a result, in 2009, revenue growth for pharmaceutical products (including TPP) amounted to 76.5%. TPP in the structure
of pharmaceutical sales amounted to 26%.
page #34
Table #7.
Volume of sales of pharmaceuticals, including TPP for 2009
2009,
mln RUR
2009,
% of total sales
2008,
mln RUR
2008,
% of total sales
Difference,
mln RUR
Difference,
%
Pharmaceutical products
23,406.7
97.1%
13,260.2
92.5%
10,146.5
76.5%
Pharmstandard
17,178.8
71.3%
11,742.7
81.9%
5,436.1
46.3%
OTC products
14,840.7
61.6%
10,380.8
72.4%
4,459.9
43.0%
Branded
12,709.9
52.7%
8,852.9
61.8%
3,857.0
43.6%
Non-branded
2,130.8
8.8%
1,527.9
10.7%
602.9
39.5%
Prescription products
2,338.1
9.7%
1,361.9
9.5%
976.2
71.7%
Branded
2,022.4
8.4%
1,190.6
8.3%
831.7
69.9%
315.7
1.3%
171.3
1.2%
144.5
84.4%
Third Parties Products (TPP)
6,156.4
25.5%
1,446.6
10.1%
4,709.7
325.6%
Velcade® (Janssen-Cilag)
3,661.9
15.2%
0.0
0.0%
3,661.9
-
Mildronate® (Grindeks)
1,194.3
5.0%
1,149.1
8.0%
45.2
3.9%
645.6
2.7%
17.4
0.1%
628.2
3607.2%
654.5
2.7%
280.1
2.0%
374.4
133.7%
71.5
0.3%
70.9
0.5%
0.7
0.9%
688.7
2.9%
1,075.7
7.5%
-386.9
-36.0%
24,095.4
100.0%
14,335.9
100.0%
9,759.5
68.1%
Non-branded
IRS® 19, Imudon® (Solvay)
Other products
Other sales
Medical equipment and disposables
Total Sales
Organic revenue growth for pharmaceuticals amounted to 46%. This growth rate exceeds the dynamic of the last year and
the growth of the market in monetary terms. OTC drugs have demonstrated a growth of 43%, Rx drugs grew 71.7%. In the
structure of sales of pharmaceuticals, Rx drugs have increased their share, compared with 2008 from 11.6% to 13.6%.
The achieved result is consistent with the strategy of the Company to increase the share of Rx drugs in the sales structure.
Business Report
page #35
Table #8.
Volume of sales of pharmaceuticals (excluding TPP) for 2009
2009,
mln RUR
2009,
% of total sales
2008,
mln RUR
2008,
% of total sales
Difference,
mln RUR
Difference,
%
17,178.8
96.2%
11,742.7
91.7%
5,436.1
46.3%
Pharmstandard
17,178.8
95.8%
11,742.7
91.1%
5,436.1
46.3%
OTC products
14,840.7
82.7%
10,380.8
80.5%
4,459.9
43.0%
Branded
12,709.9
70.9%
8,852.9
68.7%
3,857.0
43.6%
Non-branded
2,130.8
11.9%
1,527.9
11.9%
602.9
39.5%
2,338.1
13.0%
1,361.9
10.6%
976.2
71.7%
Branded
2,022.4
11.3%
1,190.6
9.2%
831.7
69.9%
315.7
1.8%
171.3
1.3%
144.5
84.4%
17,178.8
100.0%
11,742.7
100.0%
5,436.1
46.3%
Non-branded
Total Sales
As a result of sales of pharmaceuticals without TPP in 2009, all market leading top brands, except for Terpincod® showed
growth both in packages and in monetary terms. The largest contribution to sales growth was made by Arbidol®, which
contributes the largest sales amount. Afobazol® entered the list of top 10 drugs based on sales in 2009 showing the highest growth rate of 144% and became the leader in its market segment in 2009 (segment tranquilizers).
Table #9.
PRODUCTS TOPs 2009: TOP-10 TOTAL ALL
2009 2008 Volume 09/08 Sales 09/08
№
BRAND
Volume,
mln packs
Sales,
mln RUR
% of total
sales
Volume,
mln packs
Sales,
mln RUR
% of total
sales
Change
%
1
Arbidol®
45,736
5 503
32.0%
26,349
2,731
23.3%
19,387
73.6%
2
Pentalgin®
40,608
2 100
12.2%
31,964
1,582
13.5%
8,644
27.0%
518
32.7%
3
Complivit®
16,818
1 188
6.9%
10,321
673
5.7%
6,497
62.9%
516
76.6%
4
Terpincod®
6,442
889
5.2%
15,715
1,606
13.7%
-9,273
-59.0%
-716 -44.6%
5
Codelac®
8,386
752
4.4%
10,331
670
5.7%
-1,945
-18.8%
82
12.3%
6
Flucostat® *
5,534
661
3.8%
4,969
561
4.8%
0,565
11.4%
101
17.9%
7
Phosphogliv®
1,721
596
3.5%
1,318
424
3.6%
0,403
30.6%
171
40.4%
8
Amixin® **
1,322
558
3.2%
0,791
337
2.9%
0,531
67.2%
221
65.5%
9
Afobazol®
3,649
531
3.1%
1,503
218
1.9%
2,146
142.7%
313 144.1%
10
Corvalol
46,298
222
1.3%
53,821
236
2.0%
-7,523
-14.0%
-14
TOP 10 total
176,514 13 000, 75.7%
157,081
9,036
77.0%
19,433
12.4%
3,964 43.9%
Other brands
531,526
471,346
2,706
23.0%
60,180
12.8%
1,472
Total Sales
708,040
628,426 11,743 100.0%
79,613
12.7%
5,436 46.3%
*
4,179
24.3%
17,179 100.0%
Change
%
2,772 101.5%
-6.0%
54.4%
Flucostat® tablets and injections
** Amixin® tablets №125 and №60
page #36
OTC drugs have demonstrated
growth in sales in 2009 by 43%
Non prescription drugs (OTC)
Portfolio of OTC drugs includes five market leading brands, so their share in sales of pharmaceutical
products remains predominant. OTC drugs have
demonstrated growth in sales in 2009 by 43%. In the
Abbasi Alexandra
National Sales Manager OTC
list of top 10 OTC drugs, 7 are in the active promotion stage. They are: Arbidol®, Pentalgin®, Complivit®,
Codelac®, Flucostat®, Afobazol® and Amixin®. These
drugs except Codelac® have demonstrated significant
growth as compared with last year, both in packages
and in RUR. A key element of the Company’s strategy
is further promotion of these leading brands to ensure growth and profitability. OTC drugs will continue
to be the priority in marketing and promotion, as they
contribute significantly to the structure of the Company’s revenues i. e., 75.7% and they relayed the most
popular and perspective therapeutic categories of the
commercial segment.
PRODUCTS from left to right: Complivit®, Arbidol®, Pentalgin®, Codelac®,
Phosphogliv®, Afobazol®, Flucostat®
Business Report
page #37
Rx portfolio showed
growth by 71.7% in 2009
Bratkovsky Vadim
National Marketing Manager, Rx
PRODUCTS from left to right: Afobazol®, Arbidol®, Codelac®, Pentalgin®,
Phosphogliv®, Complivit®, Flucostat®
page #38
Table #10.
PRODUCTS TOPs 2009: TOP-10 OTC ALL
2009 №
BRAND
1
2008 Volume 09/08 Sales 09/08 Volume
(mln packs)
Sales
(mln RUR)
% of total
sales
Volume
(mln packs)
Sales
(mln RUR)
% of total
sales
Change
%
Arbidol®
45,736
5,503
37.1%
26,349
2,731
26.3%
19,387
73.6%
2
Pentalgin®
40,608
2,100
14.1%
31,964
1,582
15.2%
8,644
27.0%
518
32.7%
3
Complivit®
16,818
1,188
8.0%
10,321
673
6.5%
6,497
62.9%
516
76.6%
4
Terpincod®
6,442
889
6.0%
15,715
1,606
15.5%
-9,273
-59.0%
-716
-44.6%
5
Codelac®
8,386
752
5.1%
10,331
670
6.5%
-1,945
-18.8%
82
12.3%
6
Flucostat®*
5,458
649
4.4%
4,931
555
5.3%
0,527
10.7%
94
16.9%
7
Afobazol®
3,649
531
3.6%
1,503
218
2.1%
2,146 142.7%
313 144.1%
8
Amixin®**
1,162
507
3.4%
0,727
317
3.1%
0,435
59.8%
190
59.9%
9
Corvalol
46,298
222
1.5%
53,821
236
2.3%
-7,523
-14.0%
-14
-6.0%
10
Inhalipt
7,343
199
1.3%
5,446
128
1.2%
1,897
34.8%
71
55.1%
TOP 10 total
181,900 12,540 84.5%
161,108
8,715
84.0%
20,792
12.9%
3,826
43.9%
Other brands
482,618
437,049
1,666
16.0%
45,569
10.4%
634
38.1%
Total Sales
664,518 14,841 100.0%
598,157 10,381 100.0%
66,361
11.1%
4,460
43.0%
2,300
15.5%
Change
%
2,772 101.5%
Prescription drugs (Rx)
Rx portfolio showed growth by 71.7% in 2009. Rx drugs are sold both in the commercial segment of the pharmaceutical
market, the FRP segment and in the hospital segment. Focus on work in each market segment is depending on the strategy for each product. The main focus for promotion of Rx products was on the commercial segment – market segment
with a share of Rx drugs 51.2% in monetary terms. For example Phosphogliv® sales in the commercial segment exceeded
its sales under FRP. The sales leader of the prescription drugs group is Phosphogliv®, the original Rx drug belonging to
the group of hepatoprotectors. Phosphogliv® has a very high share in the structure of sales of Rx drugs and it has been
actively promoted since 2006. The drug showed a higher growth rate in 2009 (40%) as compared with 2008 (19%). One
of the priorities in the group of Rx drugs are biosimilar products, such as Biosulin® (insulin) and Rastan® (somatotropin).
The main focus is on promotion of these products in the segment of budget procurement. Biosulin® demonstrated
growth in sales in 2009 of 28.3%. The highest growth rate in 2009 was demonstrated by Rastan® (somatotropin) due to
substantial increase of its share in the structure of procurement under the program «Seven nosologies» The share of the
drug in the structure of procurement under this program has increased to 14.7% in 2009 from 2.7% in 2008. One of the
successful launches of new prescription drug is Combilipen®, multivitamin medicine for the integrated treatment of neurological diseases including polyneuropathy of different etiologies launched on the market in 2008, which is in the active
promotion stage. This drug sales volume in the second year (2009) reached 195 million RUR and demonstrated growth
rate of 399% from the last year. Further sales growth of Azithrox® (azithromycin), Renipril® (enalapril) was equal to 90%
and 19% respectively. Considering that the both drugs are in a highly competitive market segments that growth was
achieved by means of efforts of our sales promotion staff.
*
Flucostat® tablets only
** Amixin® tablets №125 only
Business Report
page #39
Table #11.
PRODUCTS TOPs 2009: TOP-10 RX ALL
2009
2008
Volume 09/08
Sales 09/08
Volume
(mln packs)
Sales
(mln RUR)
% of total
sales
Volume
(mln packs)
Sales
(mln RUR)
% of total
sales
Change
%
Change
%
Phosphogliv®
1.721
596
25.5%
1.318
424
31.1%
0.403
30.6%
171
40.4%
2
Biosulin®
0.442
211
9.0%
0.373
164
12.1%
0.069
18.5%
47
28.3%
3
Combilipen®
1.811
195
8.4%
0.481
39
2.9%
1.330 276.4%
156 399.1%
4
Rastan®
0.153
186
8.0%
0.038
36
2.6%
0.115 301.9%
150 416.2%
5
Picamilon®
4.299
129
5.5%
3.189
61
4.5%
1.110
34.8%
68 110.8%
6
Cocarboxylase
Hydrochloride
3.165
109
4.7%
2.107
39
2.8%
1.058
50.2%
70 182.3%
7
Azithrox®
0.655
108
4.6%
0.376
57
4.2%
0.278
73.9%
51
90.0%
8
Cyclodol®
2.506
107
4.6%
2.390
83
6.1%
0.116
4.8%
24
29.6%
9
Renipril®
1.961
72
3.1%
1.749
60
4.4%
0.213
12.2%
12
19.8%
10
Sulfocamphocaine
1.989
69
3.0%
1.627
42
3.1%
0.362
22.2%
28
66.3%
TOP 10 total
18.702
1,781
76.2%
13.648 1 004
73.7%
5.054
37.0%
777
77.4%
Other brands
24.820
557
23.8%
16.621
26.3%
8.199
49.3%
199
55.6%
Total Sales
43.522
30.269 1 362 100.0%
13.253
43.8%
976
71.7%
№
BRAND
1
2,338 100.0%
358
Third Parties Products
The share of Third Parties Products (TPP) in the overall sales of pharmaceuticals amounted to 26%. In the sales structure
of TPP the highest sales volume in 2009 was shown by Velcade® (bortezomid) with the share of 59.5% in the TPP sales
structure and Mildronate® with the share of 19.4% in the TPP sales structure. Mildronate® has been sold since 2008 and its
sales are accompanied with intensive marketing and promotional activities.
ths packs
Brand
mln RUR
2008
2009
2008
2009
Velcade® (Janssen-Cilag)
3,661.9
-
3,661.9
-
Mildronate® (Grindeks)
1,194.3
1,149.1
45.2
3.9%
IRS® 19 & Imudon®(Solvay)
645.6
17.4
628.2
3,607.2%
Others
654.5
280.1
374.4
133.7
6,156.4
1,446,6
4,709.7
325.6%
Total
page #40
In 2004–2009,
we developed and
introduced over 40 new
pharmaceutical products
in close collaboration
with the leading
scientific centers of
Russia
Product Development & Research
In 2009, we have introduced 6 new pharmaceutical products (5 OTC
products and 1 Rx product) including new dosage form of growth
hormone, which comprised 0.6% of our pharmaceutical product sales
in 2009.
Tolstova Elena
Head of regulatory department
PRODUCTS from left to right: Afobazol®, Phosphogliv®, Complivit®, Arbidol®,
Codelac®, Pentalgin®, Flucostat®
Business Report
page #41
We are going to launch
10 OTC and 2 prescription
products in 2010
Barykin Sergey
Chief of Department
of new products registration
PRODUCTS from left to right: Phosphogliv®, Complivit®, Rastan®
page #42
The following table presents certain information concerning our registration applications for the therapeutic segment for
both Rx and OTC products as of 31 December 2009.
Sales Value,
RUR mln
AT C value,
2009, RUR mln
A11A – multivitamins with minerals
4.9
7,200
Sept 09
3.2
7,200
Complivit® Diabetes
Jun 09
5.0
7,200
Codelac® Broncho tablets
Mar 09
R05D – antitussives
37.3
3,300
Magnelis B6®
Mar 09
A12C – other mineral supplement
23.9
1,629
Arbidol® №20
Jan 09 (100mg)
Jul 09 (50 mg)
J05B ANTIVIRALS, EXCLUDING ANTI-HIV
PRODUCTS
918
7,427
Rastan®, 16IU, 20IU
Nov 09
H04C0-Growth Hormones
54.6
814
Product
OTC
RX
Date
Description (Therapeutic Segment)
Complivit® Anti-stress
Jun 09
Complivit® Siyanie
In line with our strategy we are going to launch 10 OTC and 2 prescription products in 2010, including extension for our
Complivit®, Phosphogliv®, Pentalgin®, Terpincod®, Rastan® and Codelac® umbrella brands and new topical antipsoriasis
product Zinocap®.
Product Approvals and Launches 2010
Product
OTC
Rx
AT C value,
RUR mln
Date
Description (Therapeutic Segment)
Complivit® Woman 45+
Feb 10
Complivit® Active (Chewing), 3–10 years
Nov 10
Complivit® «Trimestrum»
Nov 10
7,200
Complivit® Ca D3 forte
Nov 10
A12A- calcium products
1,923
Complivit® Multivitamin
(powder for oral liquid), up to 3 years
Sept 10
Codelac® Broncho syrup with thyme
Feb1 0
Zinocap® aerosol
Feb 10
D05A – topical antipsoriasis product
Zinocap® liniment
Jun 10
D05A – topical antipsoriasis product
Pentalgin® (codeine free)
N02B – non-narcotics analgesics and
antipyretics
Terpincod®
Rastan® solution, 5 IU/ml
Phosphogliv® forte capsules
Business Report
Jul10
7,200
7,200
791
12,113
3,300
H04C0-Growth Hormones
814
A05B – Hepatic protectors, lipotropics
596
page #43
Sales & Marketing
The more active promotion of Company’s drugs is a strategic platform for success (expand our sales and marketing
capabilities). Sales and Marketing department is responsible for the branded drugs which are promoted through our
Sales Force and advertising activities directly to medical and pharmaceutical professional and consumers. The list of promoted products in 2009 included 30 brands. The contribution of the promoted products in total sales of pharmaceutical
products without TPP was 73% in 2009 and in 2008 it was 62%. The basis of our strategy in view of the financial crisis is
further specialization of sales force in promotion of product portfolio. The grouping of portfolios of promoted drugs was
implemented on the principle of product portfolio synergy. Thus, the task of promoting the current portfolio and the
promotion of new drugs have been solved with the help of a slight increase of staff number through a clear prioritization of product portfolios in each period of advancement, with focus on the established customer databases without the
involvement of new target groups that need to increase the number of employees.
In 2009, the structure of promotion has been built in accordance with the specialization of business and included:
■■
Division promoting Rx products with 4 specialized teams move on (1) Cardiology, (2) Neurology, (3) Hepatology
and Dermatology, (4) Hospital-directions
■■
Division promoting OTC products with 2 specialized groups advance (1) pharmacy, (2) pediatric and gynecological areas
■■
(3) Division promoting endocrine products
As at 31 December 2009, marketing and promotion staff headcount was 485 people, i. e. increased from 31 December
2008 by 35 people. In the crisis, we decided not to revise upward the wages for major part of employees, and we created a motivating working environment to achieve the goals by increasing the variable portion of the bonus at 100% implementation of the
plan up to 42% in 2009 from 33% in 2008. In 2009, 59% of staff has been awarded.
All staff is trained to promote on a regular basis, which in our opinion is an important factor ensuring the fulfillment
of business objectives and an additional motivating factor for the success of the Company.
In the Sales and Marketing department the system of regular reporting continues to successfully operate: monitoring
retail sales, stock distributors, monitoring of retail prices, sales reports, P&L analysis of each brand. These approaches allow
to assess on a regular basis key performance indicators and to make operational decisions for the future. Implementation
of above strategy as whole enable us to meet our targets, including sales growth respects to most promoted brands as
compared to previous period.
page #44
Flexible marketing
strategy
PRODUCTS from left to right: Afobazol®,
Phosphogliv®, Complivit®, Arbidol®, Pentalgin®,
Codelac®, Flucostat®
Business Report
Stanislav Reshetnikov
National Marketing Manager, OTC & Rx
page #45
Distribution
In general, the list of principal product distributors did not change in 2009 as compared to 2008. At the
same time, in 2009 the Company significantly increased the product supply volumes under the state tenders, mostly related to Velcade®.
In 2009, the share of sales under the Ministry of Health and Social Development’s contracts accounted for 16% of the
Company’s total sales.
During 2009, the Company supplied products under 40 main contracts. In 2009, 5 top distributors accounted for 69%
of sales, except for the state supplies, while in 2008 they accounted for 62% (5 top distributors are shown herein, except
for Genesis, which was declared bankrupt in the 2008). In 2009, due to the financial crisis, the Russian pharmaceutical
consumption structure changed, as the consumers gave their preferences to traditional non-proprietary preparations.
Therefore, the Company’s sales growth owed not only to the Company’s leading brands, but also bulk products.
In 2009, the Company continued implementing the policy of credit control strengthening. In particular, it involved
changes in the marketing and credit policy in order to strengthen control over the pricing, collection of receivables,
and establishment of credit limits. In 2009, as well as in 2008, decisions on opening of and changes to credits lines were
made by the Credit Committee headed by the General Director. In 2009, in order to reduce its credit risks, the Company
expanded the use of bank guarantees issued to counter parties by third party banks.
Payment terms under the main distribution contracts remained similar to those of 2008 i. e., 90–120 days in Russia and
180 days for export.
In 2009, the sales growth was 68%, while the accounts receivable increased by 95% (9,289.1 mln RUR in 2009 against
4,761.4 mln RUR in 2008). The accounts receivable rose due to a critical epidemic situation in Russia in the 4th quarter
of 2009, which resulted in a considerable increase in shipment volumes of antiviral and cough and cold products.
The table below introduces the main distributors’ sales. The data below do not include any state contracts.
Distributor
2009, % of sales
2008, % of sales
Katren
17%
20%
Protek
16%
14%
SIA International
14%
14%
ROSTA
12%
8%
Apteka – Holding
10%
6%
69%
62%
The average stock is equal to 60 days product sales neglecting any out of stock situations.
page #46
Export Results for 2009 Annual Statements
In 2009, Pharmstandard export shipments increased by 37% as compared to 2008, and amounted to 427.7 mln roubles.
Export shipments were made to 13 countries. They are primarily CIS countries, including Ukraine (approximately 49%
of total export), Uzbekistan (28%) and Belarus (10%) and other countries which were in the former Soviet Union.
In 2009, Pharmstandard made export shipments to 28 distributors. In total, about 88 different products are exported (in
terms of brands), which is equal to about 160 Stock Keeping Unit (SKU).
The Company’s export policy is to supply its products to export markets through the reputable intermediaries, often acting simultaneously as distributors and marketing partners. Such approach is cost-effective, and minimizes the risks in the
market introduction stage and export sales development stage.
Chart #2.
Export structure
Ukraine
Armenia
Moldova
Other
Belarus
Uzbekistan
49%
3%
2%
7%
10%
28%
Former Soviet Union territories, in particular the CIS countries markets, continue to be Pharmstandard principle export
markets at present. The share of sales to the CIS countries comprises 97% of the total export turnover. The main operational difficulties in the CIS countries result from underdeveloped legislation with respect to intellectual property protecPHARMSTANDARD
4.4% (4.0%)
tion and its ineffective execution. Despite of sharp increase in market competition
and deterioration in the
CIS(4.6%)
econoNOVARTIS
4.3%
SANOFI-AVENTIS
3.8%
(3.8%)
mies, Pharmstandard is planning to actively expand its presence in the markets of these countries, especially in Ukraine,
BAYER HEALTHCARE
3.7% (3.6%)
Kazakhstan and Uzbekistan.
BERLIN-CH/MENARINI
3.1% (2.8%)
ROCHE
2.8% (2.8%)
GEDEON
RICHTER
2.7% (2.5%)
In 2009, the share of shipments to countries outside the CIS is only 3%. Those shipments were made to Latvia,
Lithuania,
SANDOZ
2.7% (2.8%)
Bulgaria, Cuba and Mongolia.
NYCOMED
2.6% (2.5%)
TEVA PHARMACEUTICAL
(1.7%) (VenINDUSTRIES
LTD. and South2.5%
The Company’s strategic plans include active development of export to the countries
of Latin
America
OTHER
67.4% (68.8%)
ezuela, Argentine and Nicaragua), Africa (Nigeria and Egypt) and Middle East (Iran, Iraq, Afghanistan and UAE). Negotiations with business partners in these countries are in their active stage, and in several countries registration of some
products has already started.
Business Report
PHARMSTANDARD
BAYER HEALTHCARE
BERLIN-CH/MENARINI
5.5% (5.2%)
3.7% (3.4%)
3.7% (3.4%)
page #47
Medical equipment
and disposables
accounted for
2.9% of total sales
and achieved
RUR 689 mln
In 2009, confirmation of the Kursk plant’s compliance to GMP standards was one of the main Pharmstandard achievements. It is a good
evidence supporting positive opinion formed among the CIS countries
patients that Pharmstandard medicines are among those of the highest quality in the market.
Alina Khalitova
Marketing manager (TZMOI)
Sterilizing machines
page #48
Medical Equipment
We develop, manufacture, market and sell medical equipment such as sterilizing and distilling machines, and disposables, such as syringes, produced by our Tyumen manufacturing facility. Medical equipment and disposables accounted
for 2.9% of our sales in 2009.
The following table shows the results of the core medical equipment and disposables sales over the specified periods:
2009, mln RUR
2008, mln RUR
Difference,%
Medical Equipment
445
746
-40%
Syringes & Disposables
207
267
-22%
Spare Parts
24
30
-21%
Other
13
33
-62%
689
1,076
-36%
Also our medical equipment business significantly depends on government tenders, which absence was the reason
largely of 36% decline in sales in 2009.
The following table shows the results of the medical equipment sales broken down by the sales channels:
2009, mln RUR
2008, mln RUR
Difference, %
591
859
-31%
Export
71
109
-35%
Other
18
21
-14%
9
87
-90%
689
1,076
-36%
Retail Segment
Tenders
Business Report
page #49
Production Facilities
Pharmaceuticals
The following table provides information about the Company`s pharmaceutical manufacturing facilities:
Facility
LEKSREDSTVA
(Kursk)
UFAVITA
(Ufa)
PHYTOPHARM
(N. Novgorod)
TOMSKHIMPHARM
Land own /
lease
lease
lease
lease
own
Approximate size,
(sq. m)
Dosage
form
Shifts
Capacity
000’s 2009
Utilisation
2009
3
71,898
81%
Tablets
3
631,575
60%
Sprays
3
13,893
99%
Powders
3
9,775
12%
Capsules
3
57,990
67% December 2009
3
13,646
56% July 2009
Frozen-dried
preparation
3
4,705
37%
Syrups & liquid forms
3
9,053
28%
Tablets
3
151,620
42%
Vitamin bars
(ferrohematogen)
3
35,640
64%
Insulin
3
14,400
3%
3
744
Powders
3
-
0%
Syrups & liquid forms
3
-
0%
Tablets
3
-
0%
3
5,400
Tablets
3
327,368
44%
Sprays
3
9,600
12%
14,900 Syrups & liquid forms
5,850 Ampoules
1,200 Ointments
29,000 Syrups & liquid forms
Month
of new capacity launch
26% 6% April 2009
OJSC Pharmstandard-Leksredstva The company produced 38.9 million packs of capsules, the capacity
utilization of capsules production was equal to 67%. Our major products in capsules were Arbidol®, Phosphogliv®, and
Flucostat®. Through modernization the capacity of capsules production was increased by 52% and totaled 58.0 million packs. In 2009, liquid form production capacity was increased by 11% as compared to the level of 2008 due to the
process equipment modernization and the capacity utilization was equal to 81%. Due to the process technology change
the coated tablets production capacity in 2009 was increased by 106% as compared to the level of 2008. The powders
production capacity was increased by 72% as compared to the level of 2008. Starting from January 2009, the original
product Afobazol® was manufactured in Leksredstva. During 2009 some low margin products were relocated for production in Tomsk in order to optimize the production utilization.
OJSC Pharmstandard-Ufavita The company produced 7.6 million packs of ampoules which is equal to 56%
of the production capacity and this is 10% higher than in 2008. The major products were Combilipen® and Octolipen.
A new production line was launched for production of a new dosage of Rastan® 20 IU (Growth Hormone).
page #50
Kreyman Vladimir
OJSC PHARMSTANDARD-UFAVITA
Prohoda Evgeniy
OJSC PHARMSTANDARD-LEKSREDSTVA
Smagkov Pavel
OJSC PHARMSTANDARDTOMSKHIMPHARM
Nizovcev Alexanrd
OJSC TZMOI
OJSC Pharmstandard-TOMSKHIMPHARM In April 2009, the company launched a new line for the production
of tablet forms to produce the high-margin tablet forms of Amixin® and Arbidol® (for adults). The capacity utilization
of tablet forms equaled to 44%.
Starting from Q4 2008, Tomsk produced IRS® 19 for Solvay Pharm and produced 9.6 mln packs in 2009. Starting from
March,2009 Tomsk produced Imudon® for Solvay Pharm and produced 5.1 mln packs. During 2009, production of all
margin products of LLC «Phitopharm» were transferred to Tomskhimpharm in order to lower cost of goods.
As a result of modernization of the production and optimization of the production process, the production capacity
of pharmaceutical companies of Pharmstandard increased up to 1.357 billion packages per year, which is by 36.7 million
packs more than in 2008. The average capacity utilization for all the plants of Pharmstandard group based on two shifts
and 5 working days was equal 81%.
In 2009, the average capacity utilization for all the TZMOI product types was equal to 48%.
Production of medical equipment and disposables
Production Form
Syringes
Needles for syringes
Sterilising machines (up to 100 liters)
Sterilising machines (greater than 100 liters)
Distiling machines
*
Capacity *
As at 31 December 2009
276 milion
0
9,600
428
7,200
Based on one, two or three daily shifts (8 hours each) and 5 working days per week.
Business Report
page #51
Procurement
Pharmstandard procures a lot of materials and supplies, including raw materials, auxiliary materials and packaging to
carry out pharmaceutical production.
The following table shows our procurement structure.
Share,%
Raw materials
86%
API
76%
Others
10%
Auxiliary materials
0.2%
Packaging
13.8%
Total materials & supplies
100%
The majority of the materials and supplies are procured from a variety of external vendors, primarily through brokers. As
of 31 December 2009, we used about 360 materials and supplies, about 79% of which we procured from our top10 suppliers. We import the majority of raw materials used in pharmaceutical production since certain types of raw materials
are either not produced in Russia or fail to meet quality standards or are in short supply. We import raw materials from
several European countries, China and India.
The following table shows breakdown of procurement contracts by currency.
Currency
Share%
Euro
18%
US Dollar
62%
Russian rouble
20%
Total materials & supplies
100%
In 2009, the amount of procured API’s under USD denominated contracts increased by 20%, because of signing direct contracts with producers or / and contracts with brokers in USD. We noted negative impact on the cost of goods
denominated in USD and Euro in the first half of 2009. Currently, all 2010 contracts for API are signed and prices are
mostly fixed in USD.
page #52
In 2009 we increase our
staff by 5.5%.
Employees
As of 31 December 2009, we had 5,274 full-time employees, of whom
54% were trade union members. So far, we have not experienced any
business interruption resulting from labour disputes and we believe
Aleksey Fedotov
Head of Administration
Business Report
our relationship with the employees to be good.
page #53
The following table shows our headcount as of 31 December 2009 and 31 December 2008:
2009
2008
Difference, %
3689
3,503
5.3%
Research and Development
136
133
2.3%
Marketing and Promotion
760
667
13.9%
Management and Administrative
689
698
-1.3%
5,274
5,001
5.5%
Production/Logistics
The following table shows the headcount at each of our manufacturing facilities and at the Company Head Office in
Moscow as of 31 December 2009:
Production/Logistics
Kursk
Ufa
Tomsk
N. Novgorod
Tyumen
HQ
1,309
1,181
471
14
714
0
42
31
15
0
0
48
0
0
0
0
0
760
96
142
108
14
116
213
1,447
1,354
594
28
830
1,021
Research and Development
Marketing and Promotion
Management and Administrative
In 2009 we increase production staff by 5.3% and Research and Development by 2.3% due to increase of production
plans and development of technologies for products. Increase in the Marketing and Promotion was caused by the expansion of the staff in promotion departments.
Social Policy
Pharmstandard JSC, the undisputed leader of the Russian pharmaceutical industry, guarantees the highest quality of all
its products.
The underlying principles of Pharmstandard’s social policy have been brought into line with Russian national policy in the
sphere of medical supplies, which stipulates for the replacement of expensive imported medicines with affordable local
products manufactured in compliance with the highest international standards. Pharmstandard is known for its commitment
to product safety and consumer health. To meet these challenges, Pharmstandard has organized a rigorous internal system
of pharmacovigilance focused on the collection and analysis of information about side effects and interaction of different pharmaceutical products. Another task solved by the system is to ensure efficient interaction with respective regulatory authorities.
Pharmstandard is a socially responsible company, which provides target support to the most vulnerable social
groups and social welfare institutions on a regular basis. The Company highly appreciates on the doctors and patients’ confidence in its products and keeps investing in the development of new formulations and improvement
of production processes.
page #54
Regulatory Issues
Federal Law «On Circulation on Medicinal Products» regulates relations
arising in connection with development, preclinical and clinical trials,
state expertise and registration, standardization and quality control,
production, formulation, storage, transportation, import to the Russian
Federation, export from the Russian Federation, advertisement, dispensation, distribution, use and destruction of medicinal products.
The Law establishes priority of the state control
over quality, efficacy and safety of medicinal
products in the process of their circulation.
Natalia I. Podgorbunskikh Vise President Regulatory Compliance
Business Report
Zaytsev Dmitry
Deputy General director for intellectual property
page #55
The Law establishes priority of the state control over quality, efficacy and safety of medicinal products in the process
of their circulation.
The Law details the medicinal product registration procedure, maximum duration of which will not exceed 210 days. The
Law provides for establishment of an autonomous authorized body responsible for the expert examination performance
at all the stages of registration of pharmaceuticals.
The provisions relating to arrangement and performance of clinical trials of medicinal preparations have been specified.
Accreditation of medical institutions engaged in clinical trials of medicinal products is imposed. A procedure for performance of an international multicentre clinical trial of products for medicinal use has been prescribed.
The issues relating to state regulation of prices for medicinal products included in the List of Vital and Essential Drugs and
mandatory registration of manufacturers’ maximum ex-works prices have been covered. The manufacturer’s maximum
ex-works price will be determined when registering the preparation; the methodology of determining prices is developed by the federal authorities, i. e. the Ministry of Public Health and Social Development and the Federal Tariffs Service.
Direct application provision simplifies the procedure for importing a particular batch of non-registered VED required
by individuals to Russia. In such cases approval documents for the import will be issued within 5 days. The Law’s most
important and socially significant innovation is the provision aimed to increase affordability of medicines for rural population. It proposes to allow sales of medicinal preparations to the population directly by medical institutions holding
licenses for pharmaceutical activities and their autonomous subdivisions (general practice centers, outpatient units and
first aid and obstetric stations), if no pharmacies are available in the relevant rural settlement.
Manufacturing Licenses
Pharmaceutical products, including substances and certain plasters, may not be manufactured without a respective
production license issued by ROSZDRAVNADZOR. To obtain a manufacturing license, the applicant must have qualified specialists responsible for the manufacture, quality control and marking of pharmaceutical products under license
requirements, whose qualifications can be proved by appropriate supporting documents.
Pharmstandard has all necessary manufacturing licenses.
page #56
Risk Management
category
category
specification
financial
inflation risk
risk probability
for Pharmstandard Group
definition
possible risks for Pharmstandard Group
regulation methods
a possibility that real
value of assets (in the form
of cash assets), expected
income and profit may
decrease
risk of increase in raw material
and supplies prices;
lack of balanced mechanisms for
establishing correlation between
prices of raw material and supplies and prices of marketed
products
changeover to shorter-term contractual
obligations (conclusion of spot-contracts)
with regard to the purchase of raw materials and supplies;
appropriate pricing policy;
shortening of the time interval used for
cost estimation
medium
risk of marketed products overpricing (fixing non-competitive
prices)
appropriate marketing policy and market
monitoring
low
potential impairment of assets,
including major brands (nonmaterial assets)
regular monitoring of primary current costs medium
evaluation carried out for the purposes
of taking preventive measures
foreign
a risk of currency losses
risks related to foreign currency conclusion of contracts at
exchange risks resulting from the change loans and outstanding payments a “budgeting rate ;
to raw materials suppliers
additional assessment of the transaction
of the currency price
rate with regard to the
currency of payment in
the period between the
conclusion of a foreign
trade, foreign economic or
credit agreement and effecting of payments under
such agreement
medium
liquidity risk
credit risks
Business Report
a possibility of losses on
securities conversion
or other commodities
disposal resulting from the
revision of their quality rating and utilization value;
scarcity of funds required
for punctual settlement
of liabilities
risk of scarcity of funds required
for timely settlement of own
liabilities (discharge of taxes,
payment of wages and salaries,
repayment and servicing
of loans)
an organized system for the planning and
management of the scarcity of funds;
the company has introduced new
credit control standards to reduce the risk
of overdue receivables
low
risk of losses on financial derivatives resulting from changes in
their fair value
priority to the use of debt instruments
issued by the government or by financial
institutions with a substantial government
interest (Savings Bank);
reduction of portfolio diversification level;
pessimistic forecasting
low
risk of failure to collect
receivables due under
settlements with buyers
and customers
risk of losses related to creation
of reserves and subsequent
violation of payment discipline
the company has introduced daily monitor- medium
ing of the correlation between shipment
and payment;
tightened the measures for the changeover to delayed payment delivery system;
developed reconciliation database and introduced weekly monitoring of receivables
cash flow
page #57
category
category
specification
definition
possible risks for Pharmstandard Group
personnel risk risk of improper discharge risk of material errors
of duties/rules/procedures and malpractices
risk of inefficient corporate risk of inefficient delegation
structure
of authority;
creation of additional bureaucratic barriers, loss of operational
efficiency of information flows
established between distant
enterprises
operational
processes risk
risk probability
for Pharmstandard Group
enhancement of internal control measures
medium
use of appropriate evaluation instruments
for the existing business processes evaluation;
organization of training sessions for the
company personnel
low
risk of key managers
and specialists loss
risk of key managers and special- adequate compensation package
ists loss
low
risk of qualified personnel
shortage
risk of qualified personnel
shortage
an increased offer of qualified personnel
caused by the current economic recession
enables the company “to pick and choose”
specialists
medium
risk of incorrect organization of processes schedules and procedures
risk of incorrect organization
of processes schedules and
procedures
qualified personnel;
a system of internal standards and procedures compliance control
low
lack (inadequacy) of the
information security system and/or information
access procedure
information security system
inadequacy
creation of information access control;
medium
implementation of regular measures for
identification and elimination of risk factors
IT systems risk technological risk of hardware or software failure
technological risk of hardware or creation of reserve database storage facilisoftware failure
ties/servers;
qualified technical staff formation
low
external factor risk of unrecorded comrisks
petitive expansion
risk of competition within the
pharmaceutical industry
development of R&D capabilities;
analysis of the new pharmaceutical products market;
portfolio diversification;
expansion into new market segments
through participation in governmentsponsored schemes;
support of import substitution strategy
low
risk of losses resulting from the
integration of acquired assets
combined with the risk of weakened financial performance
thorough preliminary analysis;
medium
risk of inefficient
acquisition
page #58
regulation methods
development of new methods
risk of participation in
government-sponsored
schemes
risk of overdue receivables
collection of information;
(reserve) resulting from the sales control of compliance with contractual
of products under the FRP
terms and conditions;
control of receivables structure and adequate diversification
low
risk of direct
financial
losses
stock exchange risk
non-compliance with capital requirements or other legal (stock
exchange) requirements
timely updating of information;
distribution of responsibility areas among
the corporate internal services;
regular monitoring
low
legal risks
state regulatory risk
risks due to changes in law and
taxation
the Company focuses its attention to
timely response to changes in law related
to all areas in the industry;
the functional of each Company’s division
implies monitoring of the RF statutes;
in everyday affairs the Company applies
up-to-date legal infoware;
responsible officers of the Company regularly circularize amendments to law.
medium
References to section
(1)
Guidelines of the Ministry of Health and Social Development «Methods of treatment and prevention of influenza
caused by virus type A H1N1 for adults» from June 17, 2009.
(2)
Lvov DK, Burtseva EI, Prilipov AG, et. Isolation of 24.05.2009 and deposit in the State collection of viruses (STB
N 2452 from 24.05.2009) pore strain A / IIY – Moscow/01/2009 (H1N1) swl, like swine virus A (H1N1) from the first
identified 21.05.2009 patient in Moscow. / / Problems of Virology. – 2009.-N5.-C.10-14.
(3)
Romanovskaya AA, Durymanov AM, Sharshov KA etc. The study of the sensitivity of influenza A viruses (H1N1), caused
the disease in April-May 2009, the antiviral drugs in cell culture, MDCK. / / Antibiotics and chemotherapy. – 2009. –
N54 – p.41-47
(4)
Irina A. Leneva, Rupert J. Russell, Yury S Borishkin, Alan J. Hay. Characteristics of Arbidol®-resistant mutants of influenza
virus: Implications for the mechanism of anti-influenza action of Arbidol®.//Antiviral Research. – 2009. – N 81- P.132-140
Business Report
page #59
Management’s Discussion
and Analysis
of Financial Condition
and Results оf Operations
development
EMPLOYEE from left to right:Elena Arkhangelskaya – Chief Financial Officer, Stanislav Sushko - Financial analyst of Internal Audit and
Control, Sergey Dushelikhinsky – Chief Commercial Officer, Ekaterina Makarova – Head of Internal Audit
and Control, Andrey Kuznetsov – Head of IFRS Department
PRODUCTS from left to right: Complivit®
page #60
Management’s
Discussion and Analysis
of Financial Condition and Results
оf Operations development
page #61
Introduction
Our (Company’s) financial position and performance should be further reviewed along with the consolidated financial
statements, comments thereto and other information disclosed in this annual report.
2009 highlights
■■
Efficacy of Arbidol® for prevention and treatment influenza caused by А/H1N1 virus was confirmed by Russian
leading virologic research centers.
■■
Pharmstandard OJSC (Pharmstandard) was the first Russian company to become a full-fledged member of the
International Pharmaceutical Excipients Council Europe (IPEC Europe). Pharmstandard is the first Russian company
that has been admitted to the organization.
■■
Pharmstandard announced the receipt of European Union Good Manufacturing Practice (EU GMP) certificates of conformity for 6 manufacturing lines after the State Agency of Medicines of Latvia audited Pharmstandard – Leksredstva JSC (Pharmstandard-Leksredstva). The Agency inspected drug product manufacturing
and quality control management for compliance with the EU Good Manufacturing Practice. Pharmstandard – Leksredstva was the first Russian company to be registered in the European database EudraGMP
(European Medicines Agency, EMEA).
■■
The syrup line of Pharmstandard – Leksredstva in Kursk also met the EU GMP standards and thus the number
of lines certified to EU GMP standards reached 6 (2 tablet lines, 1 capsule line, 1 aerosol and spray line, 1 syrup line
and 1 sachet powder line).
■■
In 2009, Pharmstandard continued implementing the joint project, launched in 2008, with Grindeks, Latvia, for exclusive sales and promotion of Mildronate® on the Russian pharmaceutical market. The 2009 sales of Mildronate®
amounted to RUR 1,194.3 million.
■■
In the 1st quarter of 2009, Pharmstandard signed an agreement with Pharmapark, Russia, on marketing and exclusive sales of Altevir® (interferon alfa-2b). From April to December 2009, Altevir® sales reached RUR 32.2 million.
■■
Pharmstandard and Pharmacy Chain 36.6 CJSC, Russia, entered into a contract for direct delivery of the Company’s products to Pharmacy Chain 36.6. Sales reached RUR 257.7 million from the 2nd quarter of 2009.
■■
In the 1st half of 2009, Pharmstandard won a state tender under «Seven nosologies» program (part of the FRP) in
the anticancer drug category. As a distributor of Velcade® (INN: bortezomib), an original medication by JanssenCilag, Pharmstandard sold this drug in the amount of RUR 3,661.9 million.
■■
In December 2009, Pharmstandard won state tenders for supply of certain drugs in the amount
of RUR 2,627.1 million in 2010 under the FRP (including Dornase alfa, Rastan® (Somatropin), Coagil VII (coagulation
factor VII)).
■■
In November 2009, Pharmstandard JSC has legally absorbed two subsidiaries: Pharmstandard-Oktyabr OJSC and
Masterlek CJSC. This merger was performed to optimize the legal structure of the Group (which comprised
of Pharmstandard JSC and its subsidiaries) and had no significant impact on Pharmstandard business activities.
This section contains forward-looking statements that involve risks and uncertainties. Our actual results may differ materially from those discussed in such forward-looking statements as a result of various factors, including those described
under «Risk Factors» and «Cautionary Note Regarding Forward-Looking Statements».
page #62
Performance
The table below introduces an overview of the Company’s performance, comparing the key figures as of December 31,
2009 and 2008, in absolute values and percentage to sales.*
Year ended 31 December 2009 Year ended 31 December 2008 in mln RUR
%
in mln RUR
%
24,095.4
100.0
14,335.9
100.0
23,406.7
97.1
13,260.2
92.5
OTC products
14,840.7
61.6
10,380.8
72.4
Branded
12,709.9
52.7
8,852.9
61.8
2,130.8
8.8
1,527.9
10.7
2,338.1
9.7
1,361.9
9.5
2,022.4
8.4
1,190.6
8.3
3,15.7
1.3
171.3
1.2
6,156.4
25.5
1,446.6
10.1
71.5
0.3
70.9
0.5
688.7
2.9
1,075.7
7.5
Cost of sales
-12,367.9
51.3
-5,577.5
38.9
Gross profit
11,727.5
48.7
8,758.4
61.1
-2,463.1
10.2
-2,466.8
17.2
-711.2
3.0
-656.2
4.6
8,553.2
35.5
5,635.3
39.3
Other income (expenses), net
105.1
0.4
-715.2
5.0
Financial income
132.9
0.6
22.6
0.2
Financial expense
-146.0
0.6
-255.2
1.8
Profit before income tax
8,645.2
35.9
4,687.5
32.7
Income tax expense
-1,792.8
7.4
-1,184.4
8.3
Profit for the year
6,852.4
28.4
3,503.1
24.4
Attributable to equity holders of the Parent of the Company
6,836.4
3,504.0
16.0
-0.9
Sales of products
Non-branded
Branded
Non-branded
Third parties products*
Other sales
Selling and distribution costs
General and administrative expenses
Operating profit
Attributable to non-controlling interests
*
Third parties products include sales of branded pharmaceutical products manufactured by other pharmaceutical companies such as Mildronate® (produced by
Grindeks). Furthermore, this category includes RUR sales through government tenders under federal reimbursement programs such as the prescription drug Velcade®
(produced by Janssen-Cilag). The purpose of such analytics is a more detailed reflection of specific business features. It should be noted that such a portfolio structuring
principle has no effect whatsoever on the results of sales of pharmaceutical products. More details see in section “Sales of Products”.
Management’s Discussion and Analysis of Financial Condition and Results оf Operations development
page #63
Sales of Products
The Сompany’s core business is manufacture and sales of pharmaceutical products and medical equipment and disposables. Sales of pharmaceutical products and medical equipment and disposables account for 97.1% and 2.9% of the total
sales, respectively. Pharmaceutical products and medical equipment and disposables are mainly sold under direct delivery contracts with wholesale distributors and/or medical institutions. In 2009, total sales amounted to RUR 24,095.4 million, which is 68.1% above the corresponding 2008 figure (RUR 14,335.9 million).
In 2009, total sales of pharmaceutical products increased by 76.5%. Of this increase 46% was attributable to sales excluding third parties products.
A number of drugs representing third parties products contributed substantially to the increase in total sales of pharmaceutical products. The list of these third party drugs is presented below:
2009
2008
Sales,
mln RUR
%
in Group
%
of Pharmaceutical
products sales
Sales,
mln RUR
%
in Group
%
of Pharmaceutical
products sales
RX
3,661.9
59.5
15.6
-
-
-
COD
RX
1,194.3
19.4
5.1
1,149.1
79.4
8.7
IRS® 19
R07X
OTC
332.1
5.4
1.4
17.4
1.2
0.1
Imudon®
L03A
OTC
313.6
5.1
1.3
-
-
-
Reduksin®
A08A
RX
193.7
3.1
0.8
113.3
7.8
0.9
Pulmozyme
R05C
RX
143.9
2.3
0.6
-
-
-
Tetralgin®
N02B
OTC
123.9
2.0
0.5
84.8
5.9
0.6
Rhynostop
R01A
OTC
123.9
2.0
0.5
72.0
5.0
0.5
Aimafix
B02D
RX
61.0
1.0
0.3
-
-
-
Valsaforce™
C09C
RX
7.6
0.1
0.0
-
-
-
Phyto Novo-Sed®
N05B
OTC
0.5
0.0
0.0
0.5
0.0
0.0
Cardionate®
CO1X
RX
-
-
-
9.5
0.7
0.1
6,156.4
100.0
26.3
1,446.6
100.0
10.9
BRAND
ATC
CATEGORY
Velcade®
L01XO
Mildronate®
TOTAL
In 2009, sales of third parties products amounted to RUR 6,156.4 million or 26.3% of the Company’s total sales. Of all third
parties products sales 89.4% related to Velcade®, Mildronate®, IRS® 19 and Imudon®.
page #64
Pharmaceutical Products
Sales of ОТС medications increased by RUR 4,459.9 million (43.0%) from RUR 10,380.8 million in 2008 to RUR 14,840.7 million in 2009. This increase was largely due to our aggressive promotion strategy. The following drugs were the key
contributors to the increase (92.4%): Arbidol®, Pentalgin®, Complivit®, and Afobazol®. Sales of Arbidol® grew by
RUR 2,772.1 million (101.5%) in 2009 as compared to 2008, which was to a great extent related to A/H1N1 2009 flue
pandemic. In 2009, certain pharmaceutical products showed a dramatic growth in sales: Pentalgin® (sales increased by
RUR 517.8 million, i.e., 32.7% growth), Complivit® (sales increased by RUR 515.7 million, i.e., 76.6% growth) and Afobazol®
(sales increased by RUR 313.5 million, i.e., 144.1% growth). Sales of Afobazol® started in August of 2008 when this trade
mark was acquired. Total sales of this drug amounted to RUR 531.0 million in 2009 and it was rated among the OTC
portfolio TOP-10. In August-December 2009 as compared with the same period in 2008, Afobazol® sales increased by
RUR 98.8 million (45.4%) – from RUR 217.5 million to RUR 316.3 million, respectively.
Sales of prescription drugs (Rx) grew by RUR 976.2 million (71.7%) from RUR 1,361.9 million in 2008 to RUR 2,338.1 million in 2009. The following drugs were the key contributors to the increase of sales of Rx drugs in 2009: Phosphogliv® –
increase by RUR 171.5 million (40.4%); Combilipen® – increase by RUR 156.2 million (399.1%); Rastan® – increase by
RUR 150.0 million (416.2%); Cocarboxylase hydrochloride – increase by RUR 70.4 million (182.3%); and Picamilon® – increase by RUR 67.6 million (110.8%), (before November 2009, the Company manufactured and sold the products branded
by Picamilon® trademark under license agreement and in November 2009, this trademark was acquired by the Company).
The management believes the structure of pharmaceutical consumption in Russia has shifted to bulk products (traditional non-branded products). In the reporting period Pharmstandard’s sales were growing not only due to the Company’s leading brands, but also because of increasing sales of cheaper bulk products due to re-direction of customer
demand because of the crisis.
Medical Equipment and Disposables
Sales of medical equipment and disposables declined in 2009 by RUR 386.9 million (36%) to RUR 688.7 million from
RUR 1,075.7 million in 2008. Such decline in sales was caused by cuts in budget financing of state medical institutions
that are primary consumers of products manufactured by Tyumen Medical Equipment and Instruments Plant (TMEIP).
Another cause of the decline is the reduced amounts of state tenders in the hospital industry as a whole resulting from
the global financial crisis that started late 2008.
page #65
Cost of Sales
Cost of sales comprises API and other material costs («materials and components»), third parties products for resale costs,
overhead production costs, direct labor costs and amortization and depreciation.
The cost of sales increased by RUR 6,790.4 million (121.7%) from RUR 5,577.5 million in 2008 to RUR 12,367.9 million in 2009.
The considerable rise in cost of sales was due to the increased costs for materials and components from RUR 2,833.1 million in 2008 to RUR 5,618.0 million in 2009 (98.3%). This resulted from increase in production in line with the customers
demand and also from increase in API prices. Cost of third parties products for resale also grew – from RUR 1,269.1 million to RUR 4,973.1 million (291.8%), due to increase in third parties products sales. Materials and components and cost
of third parties products for resale together represent 85.6% of the total cost of sales.
Amortization and depreciation amounted to RUR 684.8 million (5.5% of cost of sales), which is an increase
of RUR 149.2 million (27.9%) compared to 2008. The primary reason for this increase was amortization of Afobazol®
trade mark for the entire year in 2009 whilst in 2008 this trade mark amortization period was from August (when it was
acquired) to December only. Certain increase in depreciation can be explained by the launch of new production facilities
at Pharmstandard – Tomskhimfarm OJSC and Pharmstandard – UfaVITA OJSC during the first half of 2009.
Primarily due to the reasons described above, the share of cost of sales in relation to sales increased to 51.3% in 2009 as
compared to 38.9% in 2008.
The ‘organic’ changes in sales and cost of sales, excluding third party products sales, can be summarized as follows:
Year ended December 31, 2009 Year ended December 31. 2008
in mln RUR
%
in mln RUR
%
Sales
17,939.0
100.0
12,889.2
100.0
Cost of sales
-7,394.8
41.2
-4,308.3
33.4
In 2009, cost of sales exclusive of third party products in relation to the respective sales is 41.2% which is 7.8% higher
than the corresponding 2008 figure primarily due to the increased costs of materials and components primarily due to
increase in imported API costs resulted from the devaluation of the Russian Ruble against US dollar and Euro during 2009.
The following table presents changes in third party products sales and cost of third parties products sales.
Year ended December 31, 2009 Year ended December 31, 2008 in mln RUR
%
in mln RUR
%
Third parties products sales
6,156.4
100.0
1,446.6
100.0
Cost of third parties products sales
-4,973.1
80.8
-1,269.1
87.7
page #66
Gross Profit
The above factors resulted in an increase in the Company’s gross profit of RUR 2,969.1 million (33.9%) from
RUR 8,758.4 million in 2008 to RUR 11,727.5 million in 2009. In relation to sales total gross profit decreased from 61.1% in
2008 to 48.7% in 2009. This decrease is primarily due to a higher share of third parties products sales in the sales structure and their lower margin as compared to the Company’s own products as well as the increase in purchase prices for
materials and components.
A review of the Company’s sales of own products (i.e. excluding third parties products sales) shows that 2009 gross
profit is RUR 10,544.2 million, which is higher than the previous year RUR 8,580.9 million by RUR 1,963.3 million, or 22.9%.
Gross profit from the Company’s sales of own products decreased from 66.6% in 2008 to 58.8% in 2009 due to the increase in purchase prices for API as explained above in conjunction with the limited potential to offset this cost increase
with price increases of own products because of the crisis.
In 2009, gross profit of the Company’s pharmaceutical products segment was RUR 11,533.3 million, or 49.3% of pharmaceutical sales. In medical equipment and disposables segment gross profit amounted to RUR 194.2 million, or 28.2%
of this segment sales.
Operating Expenses
Operating expenses (S&D and G&A) slightly increased by RUR 51.3 million (1.6%) from RUR 3,123.1 million in 2008 to
RUR 3,174.4 million in 2009. In relation to sales the operating expenses decreased from 21.8% in 2008 to 13.2% in 2009.
This indicator suggests high efficiency of operating expense management in the context of financial crisis.
Selling and distribution costs (S&D) decreased by RUR 3.7 million (0.15%) from RUR 2,466.8 million in 2008 to
RUR 2,463.1 million in 2009. This is 17.2% and 10.2% of sales in the respective years. Organic S&D (excluding third parties
products expenses) in relation to sales decreased from 18.3% in 2008 to 13% in 2009.
In 2008, RUR 476.1 million provision was recorded against trade receivables from Genesis, a distributor. In 2009,
RUR 447.7 million of that provision was reversed as the receivable was partially collected in during 2009 and, after renegotiation, partially collected in the 1st quarter 2010. The reversal was credited to other income (see below).
Marketing, advertising and promotion expenses accounted for 55.4% of the total S&D expenses, amounting to
RUR 1,365.5 million, which exceeded the prior year amount (RUR 1,061.8 million) by RUR 303.7 million (28.6%). In line with
our marketing strategy, most advertising costs were incurred in respect of the newly acquired original product Afobazol®
(2008), as well as continued promotion of other top brands such as Arbidol®, Complivit®, Flucostat®, Pentalgin®.
Labor costs totaled RUR 585.9 million, or 23.8% of S&D, i. e., an increase of RUR 109.0 million (22.9%) from RUR 476.9 million in 2008. This was mainly due to an increase in head count of medical representatives and an overall increase in
payroll rates and bonuses to sales forces and other personnel for meeting their KPI (sales targets).
page #67
Other S&D expenses amounted to RUR 511.7 million (20.8% of S&D), i.e., an increase of RUR 59.7 million, or 13.2%. This
increase was primarily due to the overall increase in the operational volume resulting in increase in transportation, insurance and products certification costs and patent royalties.
General and administrative expenses (G&A) increased by RUR 55.0 million (8.4%) from RUR 656.2 million in 2008 to
RUR 711.2 million in 2009, which is 4.6% and 3.0% of sales in the respective years. Organic G&A (excluding third parties products expenses) in relation to sales decreased from 4.8% in 2008 to 3.5% in 2009. Labor costs represented the
greatest share in general and administrative expenses (61.3% of G&A) and they increased by RUR 33.0 million (8.2%) from
RUR 403.1 million in 2008 to RUR 436.1 million in 2009. The increase was primarily due to increase in headcount and payroll rates. Utilities and services represented 11.0% of G&A. The cost increase from RUR 63 million in 2008 to RUR 78.6 million in 2009 mainly resulted from increase in the utility rates.
Other expenses (27.6% of G&A) grew by RUR 6.4 million, amounting to RUR 196.5 million (2008: 27.7% of G&A).
Operating Profit
The above factors resulted in operating profit growth of RUR 2,917.9 million (51.8%) from RUR 5,635.3 million in 2008 to
RUR 8,553.2 million in 2009. In relation to sales our operating profit accounted for 35.5% of sales in 2009 as compared to
39.3% in 2008. We attribute this decrease in profitability mainly to the increase of the share of lower margin third parties
products in the Company’s portfolio, and to the increase of material and components costs caused by the increase in API
purchase price and the Ruble devaluation.
Other Income (Expenses)
In 2009, other income amounted RUR 105.1 million compared to other expenses amounting to RUR 715.2 million in 2008.
This change is primarily explained by (i) the RUR 447.7 million reversal of the provision recorded in 2008 against Genesis
(refer also to Operating Expenses section above) and (ii) the reduction in exchange loss by RUR 298.5 due to stabilization
of the Ruble to US$ exchange rate.
Financial income and financial expense
Our financial expense decreased by RUR 109.2 million (42.8%) from RUR 255.2 million in 2008 to RUR 146.0 million in
2009. This decrease results primarily from decrease in the balance of the Citibank loan in accordance with its repayment
schedule. Financial income growth in 2009 by RUR 110.3 million. This increase was due to the increase in interest income
from cash deposits and also due to 2009 gain from change in fair value of interest rate swap.
page #68
Corporate Income Tax
In 2009 and 2008, corporate tax rate in Russia was equal to 20% and 24%, respectively.
The Company’s tax expenses in 2009 were equal to RUR 1,792.8 million and effective tax rate was 20.7% as compared to
RUR 1,184.4 million and 25.3%, respectively, in 2008. This decrease in the effective tax rate followed the commencement
on January 1, 2009, of the Russian law on reducing the profit rate from 24% to 20%.
Profit for the Year and non-Controlling Interests
The Company’s profit for the year grew by RUR 3,349.3 million (95.6%) from RUR 3,503.1 million in 2008 to
RUR 6,852.4 million in 2009. In relation to sales these figures were 24.4% and 28.4% for the respective years. In 2009,
profit for the year attributable to the equity holders of the Parent of the Company was RUR 6,836.4 million. Profit for the
year in the amount of RUR 16.0 million attributable to non-controlling interests represented the amount attributable to
the minority shareholders of Pharmstandard-Tomskhimpharm OJSC-holders of 9% voting shares.
page #69
Liquidity and Capital Resources
Overview
Our liquidity requirements arise primarily from the need to increase the Company’s working capital, finance its capital investment programmes and expand its product portfolio through selective acquisitions of subsidiaries and intangible assets.
During the periods covered by the Group’s Consolidated Financial Statements, we financed our operations and investments
through free cash flow. In future, we also intend to fund acquisitions, if any, through free cash flow and borrowings.
The following table summarizes our cash flows in 2009 and 2008:
Year ended 31 December 2009,
RUR, mln
Year ended 31 December 2008,
RUR, mln
6,071.2
3,836.9
Net cash used in investing activities
(1,561.1)
(2,709.8)
Net cash used in financing activities
(1,698.7)
(1,332.8)
2,798.1
(13.2)
Cash flows
Net cash flow from operating activities
Cash and cash equivalents at the end of the period,
net of bank overdraft
Net cash from operating activities
Substantially, all our cash flows from operating activities for the periods covered by the Group’s Consolidated Financial
Statements were generated from sales of pharmaceutical products and medical devices.
Standard commercial contracts that we sign with distributors provide for 90–120 day credit period from the date of shipment, and we offer individual credit conditions to each distributor. In 2008 and 2009, net cash from operating activities
was RUR 3,836.9 million and RUR 6,071.2 million, respectively. The increase in net cash from the Group’s operating activities in 2009 mainly resulted from increase in sales of high-margin pharmaceutical products Arbidol®, Amixin®, Pentalgin®,
Complivit® and Afobazol® and also from increase in sales of third parties products, primarily Velcade® and Mildronate®.
The increase in net cash from operating activities in 2009 resulted also from to the fact that the growth of the Company’s operating expenses was lower than the growth of Company’s sales and gross margin. In addition, the Group collected RUR 447.7 million of Genesis distributor receivables originated in 2008. Further, since January 01, 2009 income tax rate
decreased from 24% in 2008 to 20% in 2009, resulting in additional positive effect on cash flows from operating activities.
Increase in receivables and, consequently, increase in payables in 2009 compared to 2008 owed to the epidemic situation with flue and cold-related diseases observed in the 4th quarter of 2009. During that period the Company increased
the production and sales of anti-flu and cold preparations to its main distributors.
page #70
In 2008 and 2009, net cash used in investing activities amounted to RUR 2,709.8 million and RUR 1,561.1 million, respectively. Within the above periods, the most significant investment activities included construction and modernization
of manufacturing facilities, acquisition of equipment and intangible assets, sale of non-current assets classified as held
for sale, purchase and sale of financial assets and acquisition of non-controlling interests. In 2008 and 2009, we paid
RUR 661.1 million and RUR 361.3 million, respectively, for acquisition and construction of manufacturing facilities and
equipment. These acquisitions were primarily made for development of the Company’s production capacities, including
modernization of the existing and launch into operation of new equipment for production of infusional and lyophilic
preparations in Ufa, reconstruction of the manufacturing and storage facilities and acquisition of new equipment for
the production of Amixin®, Arbidol® and other tablet pharmaceuticals in Tomsk, acquisition of new equipment for the
production of Phosphogliv® forte and replacement of certain exhausted equipment in Kursk.
Further, in 2009, the Company paid RUR 167.8 million for acquisition of certain intangible assets, i. e. trademarks and
know-how (in 2008, the Company paid RUR 1,993.6 million for acquisition of intangible assets, mainly for Afobazol®
trademark). In 2009, the Company paid RUR 25.1 million for acquisition of minority interests in the Company subsidiaries
(in 2008, acquisition of minority interests amounted to RUR 501.7 million). In 2009, net cash used for purchase of financial assets, primarily promissory notes and short-term bank deposits, amounted to RUR 1,073.6 million as compared to
RUR 104.3 million in 2008.
In 2008 and 2009, net cash used in financing activities amounted to RUR 1,332.8 million and RUR 1,698.7 million, respectively. These amounts were related to repayment of Citibank syndicated loan denominated in US dollars received in 2006. The
increase in 2009 as compared to 2008 resulted from devaluation of the Russian rouble against US dollar.
Contractual obligations and other commitments
As of 31 December 2009, the most significant contractual obligation of the Group related to the supplies of Velcade®
original preparation distributed by the Group in 2009, amounting to RUR 1,502.8 million, which was paid in January, 2010.
As of 31 December 2009, we had no other significant contractual obligations, except for capital expenditure and certain
liabilities incurred in the ordinary course of business, such as trade payables, wages and tax payables.
page #71
Qualitative and Quantitative Disclosures about Market Risks
Operating environment
Russian economic reforms and development of the legal, tax and regulatory framework in compliance with the market
economy are in process. Future stability of the Russian economy to a large extent depends on these reforms and changes, as well as on the efficacy of economic, financial and monetary measures being undertaken by the government.The
Russian economy is vulnerable to the global market downturns and economic slowdowns. In Russia, the global financial
crisis has resulted in reduction of gross domestic product, capital markets instability, significant deterioration of liquidity in the banking sector, and tighter credit conditions. While the Russian government has developed and introduced
a range of stabilization measures to provide liquidity to Russian banks and companies, there is still no certainty regarding access to capital and the cost of capital for the Group and its counterparties, which can affect the financial position,
performance and business prospects of the Group.
Currently the Russian government has undertaken a range of measures which can improve the situation at the pharmaceutical market. Among these measures are: the enacted Law on Circulation of Medicinal Products effective from the
1 September 2009, introduction of mandatory registration of prices for Vital and Essential Medicinal Products, tightening
of control over manufacturers’ and importers’ pricing policy and distributors’ mark-up policy with respect to medicinal
products. However, currently we do not expect these measures to greatly influence the sales structure and profitability
of the Company, as the Company timely responds to such changes and undertakes adequate measures.
Credit risk
Our principal credit risk arises from the customers possible failure to fulfil their payment obligations under sales contracts. In compliance with the Group’s general principles for doing business, substantially all of our sales are made on
credit terms. The credit terms depend on our credit and marketing practices with respect to a particular customer. We
manage credit risk by relying on the policy which ensures that the products are only sold to customers with appropriate credit history. Moreover, we carry out daily monitoring of sales and receivables by means of effective internal control
procedures. Our credit committee including General Director, Financial Director and Director of Commercial Operations
approves the Company’s Credit Policy, which is revised in response to particular circumstances. According to the Company’s Credit Policy, customers are generally divided into three categories: (i) the most reliable and reputable customers
with maximum credit limit; (ii) customers with individual credit limit to be approved by the credit committee and (iii)
customers with no credit limit, which have to make prepayments. The majority of our sales contracts are concluded with
the customers who fall under the first category (in 2009, approximately 60% of the sales were made to our five major
distributors). The carrying amount of the accounts receivable, net of provisions, represents the maximum amount of exposure to the credit risk. We believe that, other than the concentration with the five major customers, we have no significant concentrations of credit risk. Although collection of receivables can be influenced by various economic factors, the
management believes that there is no significant risk of loss beyond the provisions stipulated by respective contracts.
Currency Risk
Certain amount of our purchases is denominated in currencies other than the Russian rouble (the functional and reporting currency used in our Consolidated Financial Statements). We incur currency risk whenever we enter into transac-
page #72
tions denominated in a currency other than our functional currency. Generally, our foreign currency transactions, which
account for a substantial proportion of the Company’s purchases of raw materials, as well as to borrowings and related
interest payments thereon, are settled in US dollars and Euro. Therefore, our cost of sales, operating expenses as well
as payables and borrowings presented in our Consolidated Financial Statements, can be influenced by the foreign
exchange rate fluctuations. We monitor the foreign exchange risk by following changes in exchange rates in the currencies in which its cash, payables and borrowings are denominated. In particular, for reduce of this risk we use up-to-date
prediction methods, individual approach to each deal in our contractual activity. Our well-designed budgeting system
enables one to timely make management decision related to all subsidiaries of the Company. However, the Company
does not have formal arrangements to mitigate this foreign exchange risk. At the beginning of 2009, the Russian rouble
was devalued against certain currencies (primarily US dollar and Euro). However, by the end of 2009, the Russian rouble
had strengthened against those currencies essentially due to the positive changes in the Russian economy. We believe
that in 2010 the Russian rouble-US dollar and Russian rouble-Euro exchange rates will not change significantly as compared with the rates as of the date of the Company’s Consolidated Financial Statements issuance.
Interest rate risk
We are exposed to interest rate risk due to interest rate market fluctuations, since the majority of interest rates on our
long-term borrowings are based on LIBOR. In September 2007, when LIBOR rate was approximately 5.7%, we entered
into an Interest Rate Swap Agreement covering all interest payments on the Citibank loan, basically swapping the LIBOR
rate interest obligations into a fixed rate of 4.932% per annum. In this manner, the Company protects itself against LIBOR
rate fluctuations.
Liquidity risk
Our policy with respect to reducing the liquidity risk is to maintain sufficient cash and cash equivalents or have available
funding through an adequate amount of committed credit facilities to meet our operating and financial commitments.
We perform continuous monitoring of cash deficit risks, as well as of the scheduled liability repayments accuracy. Moreover, we perform daily planning and control of the cash flow.
Capital Risk Management
The Company’s principle objectives when managing capital are to safeguard the Company’s ability to continue as a going concern in order to provide returns for our shareholders and maintain an optimal capital structure, which ensures the
reduction of the cost of capital. The Company manages and adjusts its capital structure depending on external economic
conditions. To maintain or adjust the capital structure, the Company may adjust the amount of dividends paid to shareholders, return capital to shareholders, issue new shares or sell assets to reduce debt (strictly observing the terms and
conditions set by the Loan Agreement with the Citibank).
Commodity price risk
We do not think that the Company is subject to any significant material risk resulting from fluctuations in the prices
of raw materials and supplies used in our production processes because our business does not depend on any specific
commodity to a significant extent and because there is no significant correlation between the rise and fall of the prices
of different raw materials and supplies, as well as commodities for resale procured by the Company.
page #73
Consolidated Financial
Consolidated
Statements
for the year
Financial Statements
ended 31 December 2009
for the year ended 31 December 2009
EMPLOYEE from left to right:Andrey Kuznetsov – Head of IFRS Department, Ekaterina Makarova – Head of Internal
Audit and Control, Stanislav Sushko – Financial analyst of Internal Audit and Control,
Elena Arkhangelskaya – Chief Financial Officer
PRODUCTS from left to right: Rastan®, Cyclodol®, Combilipen®, Renipril®, Azithrox®, Biosulin® R
page #74
Consolidated Financial Statements for the year ended 31 December 2009
page #75
Ernst & Young LLC
Sadovnicheskaya Nab., 77, bid. 1 Moscow, 115035, Russia. Tel: +7 (495) 705 9700. Fax: +7 (495) 755 9701. www.ey.com/russia
Independent Auditors’ Report
To the Shareholders and Management of OJSC «Pharmstandard»
We have audited the accompanying consolidated financial statements of OJSC «Pharmstandard» and its subsidiaries
(«the Group»), which comprise the consolidated statement of financial position as at 31 December 2009, and the consolidated statement of comprehensive income, consolidated cash flow statement and consolidated statement of changes in
equity for the year then ended, and a summary of significant accounting policies and other explanatory notes.
Management’s Responsibility for the Financial Statements
Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with International Financial Reporting Standards. This responsibility includes: designing, implementing and
maintaining internal control relevant to the preparation and fair presentation of consolidated financial statements that
are free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances.
Auditors’ Responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our audit. We conducted
our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical
requirements and plan and perform the audit to obtain reasonable assurance whether the consolidated financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial
statements. The procedures selected depend on the auditors’ judgment, including the assessment of the risks of material
page #76
misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor
considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order
to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion
on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting
policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall
presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Opinion
In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the
Group as at 31 December 2009, and its financial performance and its cash flows for the year then ended in accordance
with International Financial Reporting Standards.
12 April 2010
page #77
Consolidated statement of financial position
as at 31 December 2009
(in thousands of Russian Roubles)
Notes
2009
2008
9
3,685,845
3,917,109
10
6,162,135
6,347,141
9,847,980
10,264,250
Assets
Non-current assets
Property, plant and equipment
Intangible assets
Current assets
Inventories
11
2,758,691
2,484,910
Trade and other receivables
12
9,289,082
4,761,359
VAT recoverable
258,932
326,208
Prepayments
136,729
73,544
Short-term financial assets
14
1,133,287
113,995
Cash and short term deposits
13
2,798,160
186,066
16,374,881
7,946,082
26,222,861
18,210,332
37,793
37,793
(6)
–
19,243,766
12,413,396
19,281,553
12,451,189
413,961
163,203
19,695,514
12,614,392
Total assets
Equity and liabilities
Equity attributable to equity holders of the parent
Share capital
18
Treasury shares
Retained earnings
Non-controlling interest
5
Total equity
Non-current liabilities
Long-term borrowings and loans
15
391,511
760,512
Deferred tax liability
25
807,062
739,186
15,27
34,751
89,087
24,197
34,048
1,257,521
1,622,833
Derivative financial instruments
Other non-current liabilities
page #78
Notes
2009
2008
Trade and other payables and accruals
17
3,905,979
1,707,544
Current portion of long-term borrowings
15
391,360
1,582,722
403,961
144,292
568,526
339,307
–
199,242
5,269,826
3,973,107
6,527,347
5,595,940
26,222,861
18,210,332
Current liabilities
Income tax payable
Other taxes payable
16
Bank overdraft
Total liabilities
Total equity and liabilities
Signed and authorised for release on behalf of the Board of Directors of OJSC Pharmstandard
General Director I. K. Krylov
Chief Financial Officer E. V. Arkhangelskaya
12 April 2010
The accompanying notes on pages 85–125 are an integral part of these consolidated financial statements.
page #79
Consolidated statement of comprehensive income
Notes
2009
2008
Revenue
19
24,095,393
14,335,867
Cost of sales
20
(12,367,935)
(5,577,468)
11,727,458
8,758,399
Gross profit
Selling and distribution costs
21
(2,463,128)
(2,466,841)
22
(711,245)
(656,248)
Other income
23
505,860
149,762
Other expenses
23
(400,603)
(864,963)
Financial income
24
132,878
22,569
Financial expense
24
(145,969)
(255,189)
8,645,251
4,687,489
(1,792,810)
(1,184,381)
6,852,441
3,503,108
–
34,937
–
34,937
6,852,441
3,538,045
6,836,430
3,504,046
16,011
(938)
6,852,441
3,503,108
Income tax expense
25
Profit for the year
Other comprehensive income
Effect from change in profit tax rate
Other comprehensive income for the year, net of tax
Total comprehensive income for the year, net of tax
25
Profit for the year
Attributable to:
Equity holders of the Parent
page #80
Notes
2009
2008
6,836,430
3,538,983
16,011
(938)
6,852,441
3,538,045
180.89
92.72
Total comprehensive income for the year, net of tax
Attributable to:
Equity holders of the Parent
Earnings per share (in Russian roubles)
- basic and diluted, for profit of the period attributable to equity
holders of the parent
18
Signed and authorised for release on behalf of the Board of Directors of OJSC Pharmstandard
General Director I. K. Krylov
Chief Financial Officer E. V. Arkhangelskaya
12 April 2010
page #81
Consolidated cash flow statement
Notes
2009
2008
8,645,251
4,687,489
9,10
752,058
604,204
12,23
(472,301)
427,259
11
6,447
–
(13,627)
13,891
10, 23
62,696
140,563
(Reversal of impairment) impairment charge – property, plant
and equipment
23
(13,374)
59,186
Loss (gain) from disposal of property, plant and equipment
23
7,578
(18,996)
Foreign exchange loss
23
138,589
524,842
Gain from disposal of financial assets
14
–
(23,546)
Financial income
24
(132,878)
(22,569)
Financial expense
24
170,563
255,189
9,151,002
6,647,512
Cash flows from operating activities:
Adjustments for:
Depreciation and amortisation
Change in allowance for impairment of financial assets
Write-down of inventories to net realizable value
(Gain) loss recognised on sale of non-current assets classified as
held for sale
Impairment charge – intangible assets
Operating cash flows before working capital changes
Increase in trade receivables
12
(4,062,775)
(1,047,408)
Increase in inventories
11
(280,229)
(718,039)
67,276
32,559
(63,185)
56,936
2,586,467
273,368
229,219
126,501
7,627,775
5,371,429
(1,465,261)
(1,351,703)
(146,256)
(195,680)
54,959
12,815
6,071,217
3,836,861
Decrease in VAT recoverable
(Increase) decrease in prepayments
Increase in trade payables, other payables and accruals
17
Increase in taxes payable other than income tax
Cash generated from operations
Income tax paid
Interest paid
Interest received
Net cash from operating activities
page #82
25
Notes
2009
2008
9
(361,270)
(661,068)
10
(167,801)
(1,993,637)
Cash received from sale of long-term financial assets
–
268,944
Cash paid for acquisition of non-controlling interests
(25,103)
(501,740)
9
10,487
51,573
Cash received from sale of short-term financial assets
14
106,105
84,220
Cash paid for short-term financial assets
14
(1,073,562)
(104,300)
–
141,086
14
(50,000)
–
8
–
5,121
(1,561,144)
(2,709,801)
15
–
4,407
6
(5,916)
–
15
(1,692,821)
(1,337,232)
(1,698,737)
(1,332,825)
2,811,336
(205,765)
Cash flows from investing activities:
Purchase of property, plant and equipment
Purchase of intangible assets
Cash received from sale property, plant and equipment
Cash received from sale of non-current assets
classified as held for sale
Loans provided
Loans repaid by related parties
Cash flows from financing activities:
Proceeds from loans and borrowings
Cash paid for treasury shares
Repayment of loans and borrowings
Net increase (decrease) in cash and cash equivalents,
Cash and cash equivalents at the beginning of the year,
13
(13,176)
192,589
Cash and cash equivalents at the end of the year,
13
2,798,160
(13,176)
page #83
Consolidated statement of changes in equity
Equity attributable to equity holders of the parent
Share capital
Treasury shares
Retained earnings
Total
Non-controlling
interest
Total equity
37,793
–
9,004,021
9,041,814
560,879
9,602,693
Profit for the year
–
–
3,504,046
3,504,046
(938)
3,503,108
Other comprehensive income
for the year
–
–
34,937
34,937
–
34,937
Total comprehensive income
for the year
–
–
3,538,983
3,538,983
(938)
3,538,045
Effect of de-recognition of noncontrolling interests (Note 5)
–
–
(493)
(493)
(24,113)
(24,606)
Effect of acquisition of non-controlling interests (Note 5)
–
–
(129,115)
(129,115)
(372,625)
(501,740)
37,793
–
12,413,396
12,451,189
163,203
12,614,392
Profit for the year
–
–
6,836,430
6,836,430
16,011
6,852,441
Total comprehensive income
for the year
–
–
6,836,430
6,836,430
16,011
6,852,441
Acquisition of treasury shares
(Note 6)
–
(6)
(5,910)
(5,916)
–
(5,916)
Effect of sale of non-controlling
interests in subsidiary interests
(Note 5)
–
–
(150)
(150)
234,730
234,580
Recognition of non-controlling
interest in MDR Pharmaceuticals
–
–
–
–
17
17
37,793
(6)
19,243,766
19,281,553
413,961
19,695,514
Balance at 31 December 2007
page #84
Notes to the consolidated financial statements
(All amounts are in thousands of Russian Roubles, if not otherwise indicated)
1.
Corporate information
OJSC «Pharmstandard» («the Company») and its subsidiaries («the Group») principal activities are production and wholesale distribution of pharmaceutical and medical products. The Company is incorporated in the Russian Federation. Since
May 2007, the Company’s shares are publicly traded (Note 18). The Group’s corporate office is in Dolgoprudny, Likhachevsky proezd, 5B, Moscow region, Russian Federation and its manufacturing facilities are based in Kursk, Tomsk, Ufa,
Nizhny Novgorod and Tyumen. The Company held shares of voting interests in the following major subsidiaries consolidated within the Group as at 31 December 2009 and 2008, respectively:
Entity
Country
of incorporation
Activity
2009
% share
2008
% share
1. «Pharmstandard» LLC
Russian
Federation
Central procurement
100
100
2. «Pharmstandard-Leksredstva» OJSC
Russian
Federation
Manufacturing
of pharmaceutical products
100
100
3.«Pharmstandard-Tomskhimpharm» OJSC
Russian
Federation
Manufacturing
91
91
4. «Pharmstandard-Ufavita» OJSC
Russian
Federation
Manufacturing
100
100
5. «Pharmstandard-Octyabr» OJSC
Russian
Federation
Manufacturing
–
100
6. «Pharmstandard-Phitofarm-NN» LLC
Russian
Federation
Manufacturing
99
99
7. «TZMOI» OJSC
Russian
Federation
Manufacturing of medical
equipment
100
100
8. «Masterlek» CJSC
Russian
Federation
Manufacturing
pharmaceutical products
–
100
9. «Black Bird Investment Enterprises Corp»
British Virgin
Islands
Finance and holding
Company*
–
100
10. Donelle Company Limited
Cyprus
Finance and holding
Company*
89
100
11. Aphopharm CJSC
Russian
Federation
Finance and holding
Company*
89
100
12. MDR Pharmaceuticals
Cyprus
Finance and holding
company*
50.05
–
* Finance and holding companies do not conduct any business activities.
For changes in the shareholding of subsidiaries, please refer to Note 5 and 6.
These consolidated financial statements were authorised for issue by the Board of Directors of OJSC «Pharmstandard» on
12 April 2010.
page #85
2.
Basis of preparation of the financial statements
2.
Statement of compliance
These consolidated financial statements have been prepared in accordance with International Financial Reporting Standards («IFRS»).
Basis of accounting
The Group’s Russian entities maintain their accounting records in Russian Roubles («RR») and prepare their statutory
financial statements in accordance with the Regulations on Accounting and Reporting of the Russian Federation. The
statutory financial statements have been adjusted to present these consolidated financial statements in accordance with
IFRS. These adjustments principally relate to valuation and depreciation of property, plant and equipment, valuation and
amortisation of intangible assets, certain valuation allowances, using fair values for certain assets and derivative instruments, purchase accounting for business combinations and the resulting income tax effects and also to consolidation.
The consolidated financial statements have been prepared under the historical cost convention except as disclosed in the
accounting policies below. For example, derivative instruments and certain short-term assets are recorded at fair value and
non-current assets classified as held for sale are recorded at the lower of carrying amount and fair value less costs to sell.
Changes in accounting policies
The accounting policies adopted are consistent with those of the previous financial period except that the Group has
adopted the following new and amended IFRS and IFRIC interpretations as of 1 January 2009.
Amendments to IFRS 2 Share-based Payments – Vesting Conditions and Cancellations;
■■
IFRS 7 Financial Instruments: Disclosures – Fair Value Measurement and Liquidity Risk;
■■
IFRS 8 Operating segments;
■■
IAS 1 Revised Presentation of Financial Statements;
■■
IAS 23 (amended 2007) Borrowing costs;
■■
Amendments to IAS 32 and IAS 1 Puttable Financial Instruments and Obligations Arising on Liquidation;
■■
IFRIC 9 Reassessment of Embedded derivatives and IAS 39 Financial Instruments: Recognition and Measurement;
■■
IFRIC 13 Customer Loyalty Programmes;
■■
IFRIC 15 Agreements for the Construction of Real Estate;
■■
IFRIC 16 Hedges of a Net Investment in a Foreign Operation;
■■
IFRIC 18 Transfers of Assets from Customers effective 1 July 2009;
■■
«Improvements to IFRSs-2008» – a first collection of amendments to IFRSs that will not be included as part of another major project. The following table shows the list of IFRSs where amendments have been made that can
result in accounting changes for presentation, recognition or measurement purposes and the topics addressed by
these amendments:
IFRS (amended in 2008)
Subject of amendment
IFRS 5 Non–current Assets Held for Sale
and Discontinued Operations
IFRS 7 Financial Instruments: Disclosures
Plan to sell the controlling interest in a subsidiary
IAS 1 Presentation of Financial
Statements
page #86
Removal of the reference to «total interest income» as a component
of finance costs
Current/non–current classification of derivatives
Notes to the consolidated financial statements for the year ended 31 December 2009 (All amounts are in thousands of Russian Roubles, if not otherwise indicated)
IAS 8 Accounting Policies, Change in Accounting Estimates and Errors
IAS 10 Events after the Reporting Period
Clarification that only implementation guidance that is an integral
part of an IFRS is mandatory when selecting accounting policies
Clarification that dividends declared after the end of the reporting
period are not obligations
Recoverable amount
Sale of assets held for rental
Replacement of the term «direct costs» with «transaction costs» as
defined in IAS 39
Curtailments and negative past service cost
Plan administration costs
Replacement of term ‘fall due’
Guidance on contingent liabilities
Government loans with a below–market rate of interest
IAS 16 Property, Plant and Equipment
IAS 18 Revenue
IAS 19 Employee Benefits
IAS 20 Accounting for Government
Grants and Disclosure of Government
Assistance
IAS 23 Borrowing Costs
IAS 27 Consolidated and Separate Financial Statements
IAS 28 Investments in Associates
IAS 34 Interim Financial Reporting
IAS 31 Interests in Joint Ventures
IAS 29 Financial Reporting in Hyperinflationary Economies
IAS 36 Impairment of Assets
IAS 38 Intangible Assets
IAS 39 Financial Instruments: Recognition
and Measurement
IAS 40 Investment Property
IAS 41 Agriculture
Components of borrowing costs
When a parent entity accounts for a subsidiary at fair value in accordance with IAS 39 in its separate financial statements, this treatment
continues when the subsidiary is subsequently classified as held for
sale
Required disclosures when investments in associates are accounted
for at fair value through profit or loss
Impairment of investment in associate
Earnings per share is disclosed in interim financial reports if an entity
is within the scope of IAS 33
Required disclosures when interests in jointly controlled entities are
accounted for at fair value through profit or loss
Description of measurement basis in financial statements
Disclosure of estimates used to determine recoverable amount
Advertising and promotional activities
Units of production method of amortisation
Reclassification of derivatives into or out of the classification of at fair
value through profit or loss
Designating and documenting hedges at the segment level
Applicable effective interest rate on cessation of fair value hedge
accounting
Property under construction or development for future use as
investment property
Discount rate for fair value calculations
Additional biological transformation
Amendment to IFRS 2 Share-based Payments clarifies the definition of vesting conditions and prescribed the treatment
for an award that is cancelled.
The amended standard IFRS 7 Financial Instruments: Disclosures requires additional disclosures about fair value measurements and liquidity risk. Fair value measurements related to items recorded at fair value are to be disclosed by source
of inputs using a three level fair value hierarchy, by class, for all financial instruments recognised at fair value. In addition,
reconciliation between the beginning and ending balance for level 3 fair value measurements is now required, as well as
page #87
2.
significant transfers between levels in the fair value hierarchy. The amendments also clarify the requirements for liquidity
risk disclosures with respect to derivative transactions and assets used for liquidity management.
IFRS 8 Operating Segments replaced IAS 14 Segment Reporting upon its effective date. The Group concluded that the operating
segments determined in accordance with IFRS 8 are the same as the business segments previously identified under IAS 14.
The revised IAS 1 Presentation of Financial Statements separates owner and non-owner changes in equity. The statement
of changes in equity includes only details of transactions with owners, with non-owner changes in equity presented
in a reconciliation of each component of equity. In addition, the standard introduces the statement of comprehensive
income: it presents all items of recognised income and expense, either in one single statement, or in two linked statements. The Group has elected to present single statement.
The revised IAS 23 Borrowing costs requires capitalisation of borrowing costs that are directly attributable to the acquisition, construction or production of a qualifying asset.
IAS 32 Financial Instruments: Presentation and IAS 1 Puttable Financial Instruments and Obligations Arising on Liquidation
have been amended to allow a limited scope exception for puttable financial instruments to be classified as equity if they
fulfil a number of specified criteria.
Amendments to IFRIC 9 Reassessment of Embedded Derivatives and IAS 39 Financial Instruments: Recognition and Measurement
require an entity to assess whether an embedded derivative must be separated from a host contract when the entity reclassifies a hybrid financial asset out of the fair value through profit or loss category. This assessment is to be made based on
circumstances that existed on the later of the date the entity first became a party to the contract and the date of any contract amendments that significantly change the cash flows of the contract. IAS 39 now states that if an embedded derivative
cannot be reliably measured, the entire hybrid instrument must remain classified as at fair value through profit or loss.
IFRIC 13 Customer Loyalty Programmes requires customer loyalty credits to be accounted for as a separate component
of the sales transaction in which they are granted. A portion of the fair value of the consideration received is allocated to
the award credits and deferred. This is then recognised as revenue over the period that the award credits are redeemed.
IFRIC 15 Agreements for the Construction of Real Estate standardises accounting practice across jurisdictions for the recognition of revenue among real estate developers for sales of units, such as apartments or houses, ‘off plan’, i.e. before
construction is complete.
IFRIC 16 Hedges of a Net Investment in a Foreign Operation provides guidance on the accounting for a hedge of a net investment. As such it provides guidance on identifying the foreign currency risks that qualify for hedge accounting in the
hedge of a net investment, where within the group the hedging instruments can be held in the hedge of a net investment and how an entity should determine the amount of foreign currency gain or loss, relating to both the net investment and the hedging instrument, to be recycled on disposal of the net investment.
There were no significant effects of these changes in accounting policies on these consolidated financial statements
excepting to IFRS 8 and revised IAS 1. The adoption of IFRS 8 Operating segments affects the disclosures relating to business segments as presented in the notes to these consolidated financial statements. IAS 1 Revised Presentation of Financial
Statements separates owner and non-owner changes in equity.
page #88
IFRSs and IFRIC interpretations not yet effective
The Group has not applied the following IFRSs and IFRIC Interpretations that have been issued, but are not yet effective:
■■
Amendments to IFRS 2 Share-based Payments – Group Cash-settled Share-based Payment Transactions;
■■
IFRIC 17 Distributions of Non-cash Assets to Owners;
■■
IFRIC 18 Transfers of Assets from Customers;
■■
IAS 39 Financial Instruments: Recognition and Measurement – Eligible Hedged Items;
■■
IFRS 3R Business Combinations and IAS 27R Consolidated and Separate Financial Statements;
■■
Amendments to IFRS 1 and IAS 27 Determining the cost of an investment in the separate financial statements;
■■
Amendments to IAS 24 Related Party Disclosures;
■■
Amendment to IAS 32 Financial Instruments: Presentation – Classification of rights issues denominated in a foreign
currency;
■■
IFRS 9 Financial Instruments;
■■
IFRIC 19 Extinguishing Financial Liabilities with Equity Instruments;
■■
Amendment to IFRIC 14 IAS 19 – The Limit on a Defined Benefit Asset, Minimum Funding Requirements and Their
Interaction – Prepayment of a minimum funding requirement;
■■
«Improvements to IFRSs-2009» — a collection of amendments to IFRSs that will not be included as part of another major project. The following table shows the list of IFRSs where amendments have been made that can result in accounting changes for presentation, recognition or measurement purposes and the topics addressed by these amendments:
IFRS 2 Share–based Payment
Scope of IFRS 2 and revised IFRS 3 Business Combinations
IFRS 5 Non–current Assets Held for Sale
and Discontinued Operations
Disclosures of non–current assets (or disposal groups) classified as
held for sale or discontinued operations
IFRS 8 Operating Segments
Disclosure of information about segment assets
IAS 1 Presentation of Financial
Statements
Current/noncurrent classification of convertible instruments
IAS 7 Statement of Cash Flows
Classification of expenditures on unrecognised assets
IAS 17 Leases
Classification of leases of land and buildings
IAS 18 Revenue
Determining whether an entity is acting as a principal or as an agent
IAS 36 Impairments of Assets
Unit of accounting for goodwill impairment test
IAS 38 Intangible Assets
Additional consequential amendments arising from revised IFRS 3
Measuring the fair value of an intangible asset acquired in a business combination
IAS 39 Financial Instruments: Recognition
and Measurement
Treating loan prepayment penalties as closely related embedded
derivatives
Scope exemption for business combination contracts
Cash flow hedge accounting
IFRIC 9 Reassessment of Embedded
Derivatives
Scope of IFRIC 9 and revised IFRS 3
IFRIC 16 Hedges of a Net Investment in
a Foreign Operation
Amendment to the restriction on the entity that can hold hedging
instruments
The Group expects that the adoption of the pronouncements listed above will have no significant impact on the
Group’s results of operations and financial position in the period of initial application.
page #89
3.
Summary of significant accounting policies
3.
3.1 Principles of consolidation
Subsidiaries
Subsidiaries, which are those entities in which the Group has an interest of more than 50 percent of the voting rights, or
otherwise has power to exercise control over their operations, are consolidated. Subsidiaries are consolidated from the
date on which control is transferred to the Group and are no longer consolidated from the date that control ceases. All
intercompany transactions, balances and unrealised gains on transactions between Group companies are eliminated;
unrealised losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred.
Where necessary, accounting policies for subsidiaries have been changed to ensure consistency with the policies adopted by the Group.
Non-controlling interest is the interest in subsidiaries with equity not held by the Group. Non-controlling interest at the
reporting date represents the minority shareholders’ portion of the fair value of the identifiable assets and liabilities of the
subsidiary at the acquisition date and the minorities’ portion of movements in equity since the date of the combination.
Non-controlling interest is presented as an equity item.
Business combinations
The purchase method of accounting is used to account for business combinations by the Group. Identifiable assets
acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair
values at the acquisition date, irrespective of the extent of any non-controlling interest.
The excess of purchase consideration over the fair value of the Group’s share of identifiable net assets is recorded as
goodwill (Note 3.8). If the cost of the acquisition is less than the fair value of the Group’s share of identifiable net assets
of the subsidiary acquired the difference is recognised directly in the profit or loss.
Losses allocated to non-controlling interest do not exceed the non-controlling interest in the equity of the subsidiary
unless there is a binding obligation of the minority to fund the losses. The excess, and any further losses applicable to the
minority, are allocated against the Group interest.
Increases in ownership interests in subsidiaries
The differences between the carrying values of net assets attributable to additional interests in existing subsidiaries
acquired and the consideration given for such increases are charged or credited to retained earnings.
Acquisition of productive assets (single asset entities)
Acquisition of a subsidiary that does not constitute a business but a group of productive assets is not considered a business combination and the cost of such acquisition is allocated to the identifiable assets and liabilities in the group based
on their relative fair values at the date of acquisition.
3.2 Cash and short-term deposits
Cash and short-term deposits in the statement of financial position comprise cash at banks and in hand, short-term
deposits with an original maturity of three months or less and cash deposits placed to secure participation in the state
tenders with an original maturity of three months or less.
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For the purpose of the consolidated cash flow statement cash and cash equivalents consist of cash and short-term deposits as defined above net of outstanding bank overdrafts.
3.3 Value added tax
The Russian tax legislation permits settlement of value added tax («VAT») on a net basis within one legal entity.
VAT is payable upon invoicing and delivery of goods, performing work or rendering services, as well as upon collection
of prepayments from customers. VAT on purchases, even if they have not been settled at the reporting date, is deducted
from the amount of VAT payable.
Where provision has been made for impairment of receivables, impairment loss is recorded for the gross amount of the
debtor, including VAT.
3.4Inventories
Inventories are recorded at the lower of cost and net realisable value. Cost is determined on a first in, first out basis. The
cost of finished goods and work in progress comprises raw material, direct labour, other direct costs and related production overheads (based on normal operating capacity), but excludes borrowing costs. Net realisable value is the estimated
selling price in the ordinary course of business, less estimated costs of completion and the estimated costs necessary to
make the sale.
3.5 Non-current assets held for sale
An item is classified as held for sale if its carrying amount will be recovered principally through a sale transaction rather
than through continuing use. Non-current assets held for sale are measured at the lower of carrying amount and fair
value less costs to sell.
3.6 Property, plant and equipment
Property, plant and equipment are stated at cost or deemed cost at the date of transition to IFRS (herein referred to as
cost) less accumulated depreciation and impairment losses. Deemed cost was determined for property, plant and equipment at 1 January 2004 by reference to their fair value through valuation by an independent appraisal company. Depreciation is calculated on a straight-line basis. The depreciation periods, which represent the estimated useful economic
lives of the respective assets, are as follows
Number of years
Buildings
Plant and machinery
Equipment and motor vehicles
10 to 50
5 to 30
3 to 7
The asset’s residual values, useful lives and depreciation methods are reviewed, and adjusted as appropriate, at each
financial year end. Land is not depreciated.
Repair and maintenance expenditure is expensed as incurred. Major renewals and improvements are capitalised, and
the assets replaced are derecognised. Gains and losses arising from the retirement of property, plant and equipment are
included in the profit or loss as incurred.
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3.
3.7Goodwill
Goodwill on an acquisition of a subsidiary is included in intangible assets. Following initial recognition, goodwill is measured at cost less any accumulated impairment losses.
Goodwill is reviewed for impairment, annually or more frequently if events or changes in circumstances indicate that the
carrying amount may be impaired. For the purpose of impairment testing, goodwill acquired in a business combination
is, from the acquisition date, allocated to each of the Group’s cash-generating units, or groups of cash-generating units,
that are expected to benefit from the synergies of the combination, irrespective of whether other assets or liabilities
of the Group are assigned to those units or groups of units. Each unit or group of units to which the goodwill is so
allocated represents the lowest level within the Group at which the goodwill is monitored for internal management
purposes.
Impairment is determined by assessing the recoverable amount of the cash-generating unit (group of cash-generating
units), to which the goodwill relates. Where the recoverable amount of the cash-generating unit (group of cash-generating units) is less than the carrying amount, an impairment loss is recognised. Where goodwill forms part of a cashgenerating unit (group of cash-generating units) and part of the operation within that unit is disposed of, the goodwill
associated with the operation disposed of is included in the carrying amount of the operation when determining the
gain or loss on disposal of the operation. Goodwill disposed of in this circumstance is measured based on the relative
values of the operation disposed of and the portion of the cash-generating unit retained.
3.8 Other Intangible assets
Intangible assets acquired separately from business combinations are measured on initial recognition at cost. The cost
of intangible assets acquired in a business combination are initially recognised at fair value as at the date of acquisition.
Following initial recognition, intangible assets are carried at cost less any accumulated amortisation and any accumulated impairment losses. Intangible assets with a finite life are amortised on a straight-line basis over the useful economic
lives (for trade marks useful economic life is estimated between 15 and 20 years) and assessed for impairment whenever
there is an indication that the intangible asset may be impaired. Amortisation periods and methods for intangible assets
are reviewed at least at each financial year end. Changes in the expected useful life or the expected pattern of consumption of future economic benefits embodied in the asset is accounted for by changing the amortisation period or method,
as appropriate, and treated as changes in accounting estimates. The amortisation expense on intangible assets with finite
lives is recognised in the profit or loss in the expense category consistent with the function of the intangible asset.
3.9 Investments and other financial assets
Financial assets within the scope of IAS 39 are classified as financial assets at fair value through profit or loss, loans and
receivables, held-to-maturity investments, or available-for-sale financial assets, as appropriate. The Group does not have
held-to-maturity investments.
When financial assets are recognised initially, they are measured at fair value, plus, in the case of investments not at fair
value through profit or loss, directly attributable transaction costs. The Group determines the classification of its financial
assets on initial recognition and, where allowed and appropriate, re-evaluates this designation at each financial year end.
All regular way purchases and sales of financial assets are recognised on the trade date, which is the date that the Group
commits to purchase the asset. Regular way purchases or sales are purchases or sales of financial assets that require delivery of assets within the period generally established by regulation or convention in the market place.
page #92
Financial assets at fair value through profit or loss
Financial assets at fair value through profit or loss includes financial assets held for trading and financial assets designated
upon initial recognition as at fair value through profit or loss.
Financial assets are classified as held for trading if they are acquired for the purpose of selling in the near term. Derivatives
are also classified as held for trading unless they are designated as effective hedging instruments or a financial guarantee
contract. Gains or losses on investments held for trading are recognised in profit or loss.
Loans and receivables
Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an
active market. After initial measurement loans and receivables are carried at amortised cost using the effective interest method less any allowance for impairment. Gains and losses are recognised in the profit or loss when the loans and
receivables are derecognised or impaired, as well as through the amortisation process.
Available-for-sale financial investments
Available-for-sale financial assets are those non-derivative financial assets that are designated as available-for-sale or
are not classified in any of the three preceding categories. After initial measurement, available-for-sale financial assets
are measured at fair value with unrealised gains or losses recognised directly in other comprehensive income until the
investment is derecognised or determined to be impaired at which time the cumulative gain or loss previously recorded
in other comprehensive income is recognised in the profit or loss.
Fair value
The fair value of investments that are actively traded in organised financial markets is determined by reference to quoted
market bid prices at the close of business on the reporting date. For investments where there is no active market, fair
value is determined using valuation techniques. Such techniques include using recent arm’s length market transactions;
reference to the current market value of another instrument which is substantially the same; discounted cash flow analysis or other valuation models.
Amortised cost
Loans and receivables are measured at amortised cost. This is computed using the effective interest method less any
allowance for impairment. The calculation takes into account any premium or discount on acquisition and includes transaction costs and fees that are an integral part of the effective interest rate.
Impairment of financial assets
The Group assesses at each reporting date whether a financial asset or group of financial assets is impaired.
Assets carried at amortised cost
If there is objective evidence that an impairment loss on assets carried at amortised cost has been incurred, the amount
of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future
cash flows (excluding future expected credit losses that have not been incurred) discounted at the financial asset’s original effective interest rate (i.e. the effective interest rate computed at initial recognition). The carrying amount of the asset
is reduced through use of an allowance account. The amount of the loss shall be recognised in the profit or loss. If, in
a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an
event occurring after the impairment was recognised, the previously recognised impairment loss is reversed, to the ex-
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3.
tent that the carrying value of the asset does not exceed its amortised cost at the reversal date. Any subsequent reversal
of an impairment loss is recognised in the profit or loss. For more information in relation to trade receivables see Note 3.3.
Available-for-sale financial investments
If an available-for-sale asset is impaired, an amount comprising the difference between its cost (net of any principal
payment and amortisation) and its current fair value, less any impairment loss previously recognised in the profit or loss,
is transferred from other comprehensive income to profit or loss. Reversals in respect of equity instruments classified as
available-for-sale are not recognised in profit or loss. Reversals of impairment losses on debt instruments are reversed
through the profit or loss, if the increase in fair value of the instrument can be objectively related to an event occurring
after the impairment loss was recognised.
3.10Borrowings
Borrowings are initially recognised at the fair value of the consideration received less directly attributable transaction
costs. After initial recognition, borrowings are measured at amortised cost using the effective interest method; any difference between the fair value of the consideration received (net of transaction costs) and the unwinding of discount is
recognised as an interest expense over the period of the borrowings.
Interest costs on borrowings to finance the construction of property, plant and equipment are capitalised, during the
period of time that is required to complete and prepare the asset for its intended use. All other borrowing costs are
expensed.
3.11 Income taxes
Income tax expense comprises current and deferred tax. Current tax is the expected tax payable on the taxable income
for the year, using tax rates enacted or substantively enacted at the reporting date, and any adjustment to tax payable in
respect of previous years.
Deferred income taxes are provided for all temporary differences arising between the tax bases of assets and liabilities
and their carrying values for financial reporting purposes, except where the deferred income tax arises from the initial
recognition of goodwill or of an asset or liability in a transaction that is not a business combination and, at the time of the
transaction, affects neither the accounting profit nor taxable profit or loss.
A deferred tax asset is recorded only to the extent that it is probable that taxable profit will be available against which
the deductible temporary differences can be utilised. Deferred tax assets and liabilities are measured at tax rates that are
expected to apply to the period when the asset is realised or the liability is settled, based on tax rates that have been
enacted or substantively enacted at the reporting date.
Deferred tax assets and deferred tax liabilities can be offset only if: (a) a Group entity has a legally enforceable right to set
off current tax assets against current tax liabilities; and (b) the deferred tax assets and the deferred tax liabilities relate to
income taxes levied by the same taxation authority on either: (i) the same taxable entity; or (ii) different taxable entities
which intend either to settle current tax liabilities and assets on a net basis, or to realise the assets and settle the liabilities
simultaneously, in each future period in which significant amounts of deferred tax liabilities or assets are expected to be
settled or recovered.
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Deferred income tax is provided on temporary differences arising on investments in subsidiaries, associates and joint
ventures, except where the timing of the reversal of the temporary difference can be controlled and it is probable that
the temporary difference will not reverse in the foreseeable future.
The effect from a change in tax rates is recognised in profit or loss except to the extent that it relates to items previously
charged or credited to other comprehensive income. In particular, this policy is applicable to deferred taxes recorded to
other comprehensive income at the date of transition to IFRS for deemed cost of property, plant and equipment.
3.12Leases
Operating lease payments are recognised as an expense in the profit or loss on a straight line basis over the lease term.
3.13 Derecognition of financial assets and liabilities
Financial assets
A financial asset (or, where applicable a part of a financial asset or part of a group of similar financial assets) is derecognised when the rights to receive cash flows from the asset have expired.
Financial liabilities
A financial liability is derecognised when the obligation under the liability is discharged or cancelled or expires. Where an
existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an
existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original
liability and the recognition of a new liability, and the difference in the respective carrying amounts is recognised in the
profit or loss.
3.14Provisions
Provisions are recognised when the Group has a present legal or constructive obligation as a result of past events, it is
probable that an outflow of resources will be required to settle the obligation, and a reliable estimate of the amount can
be made.
Expense relating to any provision is presented in profit or loss. If the effect of the time value of money is material, provisions are discounted using a current pre-tax rate that reflects where appropriate the risks specific to the liability. Where
discounting is used, the increase in the provision due to the passage of time is recognised as a finance cost.
3.15Equity
Share capital
Ordinary shares are classified as equity.
Dividends
Dividends declared by Group subsidiaries are recognised as a liability and deducted from equity at the reporting date
only if they are declared before or on the reporting date. Such dividends are disclosed when they are proposed before
the reporting date or proposed or declared after the reporting date but before the consolidated financial statements are
authorised for issue.
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3.
3.16 Revenue recognition
Revenues are recognised when the title passes to the customer, assuming that collection is reasonably assured and sales
price to final customers is fixed or determinable. Revenues are measured at the fair value of the consideration received or
receivable excluding discounts and rebates.
3.17 Employee benefits
Under provision of the Russian legislation, social contributions are made through a unified social tax («UST») calculated by
the Group by the application of a regressive rate (from 26% to 2%) to the annual gross remuneration of each employee.
The Group allocates the UST to three social funds (state pension fund, social and medical insurance funds), where the
rate of contributions to the pension fund varies from 20% to 2% depending on the annual gross salary of each employee.
The Group’s contributions relating to UST are expensed in the year to which they relate. Total contributions for UST
amounted to RR 265,015 during the year ended 31 December 2009 (2008: RR 270,277) and they were classified as labour
costs in these consolidated financial statements.
3.18 Foreign currency transactions
The consolidated financial statements are presented in the national currency of the Russian Federation, Russian Rouble
(RR), which is the functional currency of the Company and its Russian subsidiaries. Transactions in foreign currencies are
initially recorded in the functional currency at the exchange rate ruling at the date of transaction. Monetary assets and
liabilities denominated in foreign currencies are retranslated at the functional currency rate of exchange ruling at the
reporting date. All resulting differences are taken to profit or loss. Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rates as at the dates of the initial transactions.
The functional currency of the foreign operations is the United States dollar (US$). As at the reporting date, the assets
and liabilities of those subsidiaries are translated into the presentation currency of the Group (the Russian Rouble) at the
rate of exchange ruling at the reporting date and its statement of comprehensive income is translated at the weighted
average exchange rate for the year. The exchange differences arising on the translation are taken directly to a separate
component of equity. In 2009 and 2008, the foreign subsidiaries did not perform any significant operations and held
minor assets and liabilities, therefore its translation into the presentation currency had no significant effect on these
consolidated financial statements.
3.19 Impairment of non-financial assets
The Group assesses at each reporting date whether there is any indication that an asset may be impaired. The assets
subject to such assessment are primarily property, plant and equipment and trade marks. If any such indication exists,
the Group makes an estimate of the asset’s recoverable amount. An asset’s recoverable amount is the higher of an asset’s or cash-generating unit’s fair value less costs to sell and its value in use and is determined for an individual asset, unless the asset does not generate cash inflows that are largely independent of those from other assets or group of assets.
Where the carrying amount of an asset exceeds its recoverable amount, the asset is considered impaired and is written
down to its recoverable amount. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessment of the time value of money and the risks
specific to the assets.
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4.
Significant accounting judgements and estimates
The key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date, that
have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next
financial year are discussed below:
Useful life of property, plant and equipment and intangible assets
The Group assesses the remaining useful lives of items of property, plant and equipment and intangible assets at least at
each financial year end. If expectations differ from previous estimates, the changes are accounted for as a change in an
accounting estimate in accordance with IAS 8 «Accounting Policies, Changes in Accounting Estimates and Errors». These
estimates may have a material impact on the amount of the carrying values of property, plant and equipment and intangible assets and on depreciation and amortization recognised in profit or loss.
Impairment of non-financial assets
The determination of impairments involves the use of estimates that include, but are not limited to, the cause, timing and
amount of the impairment. The determination of the recoverable amount of an asset or cash-generating unit involves
the use of estimates by management. Methods used to determine the value in use include discounted cash flow-based
methods, which require the Group to make an estimate of the expected future cash flows from the asset or cash-generating unit and also to choose a suitable discount rate in order to calculate the present value of those cash flows. These
estimates, including the methodologies used, may have a material impact on the fair value and ultimately the amount
of any asset impairment.
The following factors are considered in assessing impairment of major specific assets of the Group:
■■
Property, plant and equipment: changes in current competitive conditions, expectations of growth in the industry,
increased cost of capital, changes in the future availability of financing, technological obsolescence, discontinuance of service, current replacement costs and other changes in circumstances that indicate impairment exists.
■■
Trade marks: changes in current competitive conditions, changes in the regulations, expectations of growth in the
industry, increased cost of capital, changes in the future availability of financing, introduction of alternative products on the market and other changes in circumstances that indicate impairment exists.
Impairment of goodwill
The Group determines whether goodwill is impaired at least on an annual basis. This requires an estimation of the value
in use of the cash-generating units to which the goodwill is allocated. Estimating the value in use requires the Group to
make an estimate of the expected future cash flows from the cash-generating unit and also to choose a suitable discount rate in order to calculate the present value of those cash flows. The carrying amount of goodwill at 31 December
2009 and 2008 was RR 1,180,469. More details are provided in Note 10.
Allowance for doubtful accounts
The Group maintains an allowance for doubtful accounts to account for estimated losses resulting from the inability
of customers to make required payments. When evaluating the adequacy of an allowance for doubtful accounts, management bases its estimates on the aging of accounts receivable balances and historical write-off experience, customer
credit worthiness and changes in customer payment terms. If the financial condition of customers were to deteriorate,
actual write-offs might be higher than expected. As at 31 December 2009, allowances for doubtful accounts amounted
to RR 94,910 (2008: RR 568,676). More details are provided in Note 12.
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4.
Significant accounting judgements and estimates
Allowance for write-down of inventories to net realizable value
The Group determines the allowance for write-down of inventories to net realizable value based on their expected future
use and realizable value. The net realizable value is the estimated selling price in the ordinary course of business less the
estimated costs of sale or distribution. Selling prices and costs to sale are subject to change as new information becomes
available. Revisions to the estimates may significantly affect future operating results.
Fair value of derivatives
The fair value of derivatives is determined using valuation techniques. These valuation techniques are based on assumptions such as future interest rate changes and the applicable notional amount. Management believes the estimated fair
values resulting from the valuation technique which are recorded in the statement of financial position and the related
changes in the fair values recorded in the profit or loss are reasonable and the most appropriate at the reporting date.
Current taxes
Russian tax, currency and customs legislation is subject to varying interpretations and changes occur frequently. Further,
the interpretation of tax legislation by tax authorities as applied to the transactions and activity of the Group’s entities
may not coincide with that of management. As a result, tax authorities may challenge transactions and the Group’s entities may be assessed additional taxes, penalties and interest, which can be significant. The periods remain open to review
by the tax and customs authorities with respect to tax liabilities for three calendar years preceding the year of review.
Under certain circumstances reviews may cover longer periods. As of 31 December 2009 management believes that its
interpretation of the relevant legislation is appropriate and that it is probable that the Group’s tax, currency and customs
positions will be sustained. More details are provided in Note 26.
Leases
The determination of whether an arrangement is, or contains a lease is based on the substance of the arrangement at
inception date of whether the fulfillment of the arrangement is dependent on the use of a specific asset or assets or the
arrangement conveys a right to use the asset.
Finance leases, which transfer to the Group substantially all the risks and benefits incidental to ownership of the leased
item, are capitalised at the inception of the lease at the fair value of the leased property or, if lower, at the present value
of the minimum lease payments. Lease payments are apportioned between the finance charges and reduction of the
lease liability so as to achieve a constant rate of interest on the remaining balance of the liability. Finance charges are
reflected in the income statement.
Capitalised leased assets are depreciated over the shorter of the estimated useful life of the asset and the lease term,
if there is no reasonable certainty that the Group will obtain ownership by the end of the lease term.
Operating lease payments are recognized as an expense in the income statement on a straight line basis over the lease term.
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5.
Transactions with non-controlling interests
Disposal of Donelle shares
In August 2008, the Company signed contracts with shareholders of Donelle Company Limited (Cyprus) – «Donelle» with
the purpose of acquiring the Afobazol® trade mark through the purchase of all outstanding Donelle shares. On 10 October 2008 all shares of Donelle were transferred to the Company.
Donelle is the sole shareholder of CJSC Aphopharm – «Aphopharm». Aphopharm is a holder of the Afobazol® trade mark
being its only asset. Therefore acquisition of Donelle was accounted for as an acquisition of a single-asset entity.
As at 31 December 2008 a total of RR 235 million was still payable to the former shareholders of Donelle. On 12 March
2009 the Company signed an addendum to the contract with the sellers of Donelle Company Limited in relation to
the Afobazol® trade mark. Parties agreed that the Company will return back 10.93% of the shares in Donelle Company
Limited to the sellers in lieu of paying the remaining balance of RR 235 million (Note 17). This transaction was recorded in
2009 as an increase in non-controlling interest with the corresponding decrease in other accounts payable.
Acquisition of non-controlling interests in the Group production entities
In the 1st quarter of 2008, the Company’s management approved a plan to acquire non-controlling interest in several
subsidiaries. As a result, the Company acquired a further 6% interest in OJSC «Pharmstandard-Ufavita», 4% interest in
OJSC «Pharmstandard-Octyabr», 1% interest in OJSC «Pharmstandard-Leksredstva» and 11% interest in OJSC «TZMOI»,
resulting in an increase in the Company’s interests in OJSC «Pharmstandard-Ufavita», OJSC «Pharmstandard-Octyabr»,
OJSC «Pharmstandard-Leksredstva» and OJSC «TZMOI» to 100%, 97%, 100% and 100%, respectively. Total consideration paid
in cash for the acquired non-controlling interest was RR 501,740. The difference of RR 129,115 between the total consideration and the carrying amount of the non-controlling interest acquired of RR 372,625 was debited directly to equity.
De-recognition of non-controlling interest in OJSC «Pharmstandard-Octyabr»
In accordance with Russian regulations in respect of joint stock companies with a controlling shareholder interest
of more than 95% and in accordance with the approved plan on acquisition of non-controlling interest, the Group
derecognised the remaining non-controlling interest of 3% in OJSC «Pharmstandard-Octyabr». At the time of derecognition, the carrying value of the non-controlling interest amounted to RR 24,113 and the liability to minority shareholders
amounted to RR 24,606 (Note 17). This liability was measured based on the unconditional shares purchase value offered
by the Company to the minority shareholders in accordance with the regulations. The difference of RR 493 between the
total unconditional shares purchase value offered to the minority shareholders and the carrying amount of the noncontrolling interest derecognised was debited directly to equity.
6.
Reorganization of Group’s structure and sale of subsidiary
Reorganization of Group’s structure
In July 2009, the management approved a plan to reorganise the legal structure of some of the Group’s subsidaries.
This plan included a legal merger of OJSC «Pharmstandard-Octyabr» and CJSC «Masterlek» with OJSC «Pharmstandard».
In November 2009, OJSC «Pharmstandard-Octyabr» and CJSC «Masterlek» were merged into OJSC «Pharmstandard».
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7.
Segment information
OJSC «Pharmstandard-Oktyabr» and CJSC «Masterlek» did not conduct any operating activities during 2009. These subsidiaries had only minor assets and liabilities. The reorganization will improve the structure of Group’s assets and liabilities
and will improve the Group business efficiency.
Reorganization of Group’s structure
In accordance with Russian legislation, shareholders have the right to unconditionally offer their shares for redemption by
the Company, in the event of reorganization. In 2009, certain shareholders executed this right and the Company acquired
6,000 treasury shares with par value 1 (one) Russian Ruble. These shares comprise less than 0.02% of the authorized share
capital. The difference between the nominal value of the treasury shares and consideration paid was debited directly to
equity.
Sale of subsidiary
In 2009 the management approved a plan to dispose of «Black Bird Investment Enterprises Corp». This subsidiary did not
conduct any business activities and had a loan balance payable and receivable. This subsidiary was sold during the 4th
quarter of 2009 to a related party (Note 8). This arrangement resulted in a gain amounting to RR 13,627 that was recognised in other income (Note 23).
7.
Segment information
For the management purposes, the Group is organised into two main reportable operating segments: (1) production
and wholesale of pharmaceutical products and (2) production and wholesale of medical equipment and disposables.
The medical equipment segment is primarily represented by OJSC «TZMOI», as production subsidiary, and by equipment
department of OJSC «Pharmstandard», as managing and logistics division.
No operating segments have been aggregated to form the above reportable operating segments.
Management monitors the sales, cost of sales, operating expenses and other operating results and budgets of these
business segments separately for the purpose of making decisions about resource allocation and performance assessment. For the management purposes, budgets of income and expense are planned, made and analyzed for each of operating segments separately.
Segment result is segment revenue less segment expenses. Segment expenses consist of cost of sales, selling and distribution costs, general and administrative expenses and other income and expenses that can be directly attributed to the
segment on a reasonable basis.
Segment assets consist primarily of property, plant and equipment, intangible assets, inventories, financial assets, receivables and operating cash. There were no assets unallocated to segments as of 31 December 2009 and 2008. Segment
liabilities comprise operating liabilities and exclude items such as taxation and certain corporate liabilities. Capital expenditure comprises additions to property, plant and equipment.
No significant intercompany transactions have been existed between these operating segments.
The following table presents revenue and profit information regarding the Group’s operating segments:
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Production and wholesale
Production and
wholesale of medical
equipment
Eliminations
Group
Sales to external customers
23,406,685
688,708
–
24,095,393
Total revenue
23,406,685
688,708
–
24,095,393
Gross profit
11,533,284
194,174
–
11,727,458
Segment result
8,550,210
108,132
–
8,658,342
Year ended 31 December 2009
Financial expense, net
(13,091)
8,645,251
Income tax expense
(1,792,810)
Profit for the year
6,852,441
Segment assets
25,215,141
1,007,720
–
26,222,861
Total assets
25,215,141
1,007,720
–
26,222,861
4,466,577
32,125
–
4,498,702
Segment liabilities
Unallocated liabilities
2,028,645
Total liabilities
6,527,347
Acquisition of property, plant and equipment
(Note 9)
224,294
11,079
–
235,373
Intangible assets acquisition (Note 10)
167,801
–
–
167,801
695,683
56,375
–
752,058
62,696
–
–
62,696
Impairment charge
Production and
equipment
Eliminations and
reconciliations
Group
Sales to external customers
13,260,214
1,075,653
–
14,335,867
Total revenue
13,260,214
1,075,653
–
14,335,867
Gross profit
8,405,364
353,035
–
8,758,399
Segment result
4,694,120
225,989
–
4,920,109
Year ended
31 December 2008
Financial expense, net
(232,620)
4,687,489
Income tax expense
(1,184,381)
Profit for the year
3,503,108
Segment assets
17,018,798
1,191,534
–
18,210,332
Total assets
17,018,798
1,191,534
–
18,210,332
1,983,319
87,224
–
2,070,543
Segment liabilities
page #101
8.
Balances and transactions with related parties
Year ended
31 December 2008
Production and
equipment
Eliminations and
reconciliations
Group
Unallocated liabilities
3,525,397
Total liabilities
5,595,940
Acquisition of property, plant and
equipment (Note 9)
672,172
40,248
–
712,420
2,228,620
–
–
2,228,620
553,693
50,511
–
604,204
Impairment charge
174,022
25,727
Intangible assets acquisition (Note 10)
199,749
Revenues from some customers in pharmaceutical products segment exceeded 10% of total Group revenue
for each of them.
The table below shows the revenue from these customers:
Customer
2009
2008
The Ministry of health and social department (state tenders)
3,905,778
23,562
Customer 1
3,289,494
2,433,550
Customer 2
3,169,648
1,796,009
Customer 3
2,663,604
1,814,600
page #102
8.
In accordance with IAS 24 Related Party Disclosures, parties are considered to be related if one party has the ability to
control the other party or exercise significant influence over the other party in making financial or operational decisions
or if parties are under common control (this includes parents, subsidiaries and fellow subsidiaries). In considering each
possible related party relationship, attention is directed to the substance of the relationship, not merely the legal form.
Related parties may enter into transactions which unrelated parties might not enter, and transactions between related
parties may not be effected on the same terms, conditions and amounts as transactions between unrelated parties.
The nature of the related party relationships for those related parties with whom the Group entered into transactions or
had balances outstanding at 31 December 2009 and 2008 are detailed below.
Balances with related parties:
Short-term financial
assets (a)
Cash and cash
equivalents
Note 13 (a)
Trade payables,
other payables and
accruals – (b)
Note 17
Other related parties
440,000
2,475,900
12,004
Total
440,000
2,475,900
12,004
Short-term financial
assets (a)
Cash and cash
equivalents
Note 13 (a)
Trade payables,
other payables and
accruals – (b)
Note 17
Other related parties1
–
92,930
6,495
Total
–
92,930
6,495
2009
2008
(a)This balance represented cash and short-term bank deposits at a bank controlled by a related party.
(b)This balance represented obligation for the license fee, described in section «Transactions with related parties»
below.
Cash balances with the related bank carry no interest. Short-term financial assets at 31 December 2009 include cash
deposits in the related bank and carry 12.5% interest p.a. (for more details see Notes 13 and 14).
Significant transactions with related parties included in the profit or loss:
Statement of comprehensive income caption
Relationship
2009
2008
License fee (included in distribution costs) (A)
(30,401)
(23,231)
Warehouse rental expenses
(included in distribution costs) (B)
(53,801)
(32,108)
Office rental expenses
(included in general and administrative expenses) (B)
(15,654)
(19,188)
Agency fee income (included in other income (C)
4,779
–
Gain from disposal of subsidiary (D)
13,627
–
page #103
8.
(A)
License fee
Licence fee is paid for use of several trade marks owned by an entity under common control. The license fee is paid on
a quarterly basis as 5% of the licensed products output applying the standard price list of the Group.
(B)
Rental expenses
The Group incurred warehouse and office rental expenses that is payable to the related party.
(C)
Agency fee income
In 2009 the Company signed an agency contract with the related party for purchasing of certain equipment on behalf
of that party.
(D)
Gain from disposal of subsidiary
This line includes a gain received from disposal of subsidiary sold to a related party (for more information see Note 6).
Acquisition of intangible assets
In 2009, the Group acquired an intangible asset (trade mark) for RR 90,050 from the related party.
Compensation to key management personnel
Key management personnel comprise 3 persons as at 31 December 2009 and 2008. Total compensation to key
management personnel, amounted to RR 39,310 for the year ended 31 December 2009 (2008: RR 35,224). Such
compensation represented the following short-term employee benefits: payroll and bonuses included in general
and administrative expenses.
page #104
9.
Property, plant and equipment consist of the following:
Land
Buildings
Plant and
machinery
Equipment and
motor vehicles
Assets under
construction
Total
32,986
1,959,337
2,322,910
282,368
464,589
5,062,190
Additions
–
7,815
60,613
14,578
152,367
235,373
Transfers
–
238,754
165,850
2,531
(407,135)
–
Disposals
–
(1,905)
(31,314)
(17,102)
(4,309)
(54,630)
32,986
2,204,001
2,518,059
282,375
205,512
5,242,933
31 December 2009
Cost
Accumulated Depreciation and Impairment
–
213,249
794,702
103,671
33,459
1,145,081
Depreciation charge
–
64,367
336,824
60,756
–
461,947
Disposals
–
(1,054)
(23,651)
(11,861)
–
(36,566)
Reversal of impairment (a)
–
–
(13,374)
–
–
(13,374)
–
276,562
1,094,501
152,566
33,459
1,557,088
32,986
1,746,088
1,528,208
178,697
431,130
3,917,109
32,986
1,927,439
1,423,558
129,809
172,053
3,685,845
Land
Buildings
Plant and
machinery
Equipment and
motor vehicles
Assets under
construction
Total
32,982
1,810,835
1,939,827
206,696
430,861
4,421,201
Additions
4
147
107,641
89,701
514,927
712,420
Transfers
–
157,210
305,242
3323
(465,775)
–
Disposals
–
(8,855)
(29,800)
(17,352)
(15,424)
(71,431)
32,986
1,959,337
2,322,910
282,368
464,589
5,062,190
Net Book Value
31 December 2008
Cost
Accumulated Depreciation and Impairment
–
158,579
515,168
56,188
–
729,935
Depreciation charge
–
56,423
279,846
58,542
–
394,811
Disposals
–
(3,250)
(24,513)
(11,088)
–
(38,851)
Impairment charge (b)
–
1,497
24,201
29
33,459
59,186
–
213,249
794,702
103,671
33,459
1,145,081
32,982
1,652,256
1,424,659
150,508
430,861
3,691,266
32,986
1,746,088
1,528,208
178,697
431,130
3,917,109
Net Book Value
page #105
9.
(a)Due to changes in the market situation for medical devices during 2009 the Company resumed the production
of syringes. As a result the previous impairment of the related equipment has been reversed.
(b)Impaired assets represented (i) a workshop building which construction was started several years ago but then
management decided to continue with the existing premises and (ii) equipment for production of medical
devices, including syringes, removed from active use due to decline in customer demand. The impairment charge
equals to the carrying value of those building and equipment.
The Group did not use borrowings to finance capital expenditures, thus no interest expense was capitalized
in 2009 and 2008.
The Group assets include only a minor portion of the land on which the Group’s factories and buildings, comprising the
Group’s principal manufacturing facilities, are located, whilst the major portion of the land is held under operating lease
agreements with the state municipal bodies. The lease agreements specify lease terms between 10 and 50 years with an
option to prolong the lease term for another 10 years. In addition, the lease agreements include a purchase option after
termination of the lease. Purchase price will be determined based on fair value of the land as determined by the municipal authorities. The total amount of rental payments for the use of the land during 2009 was RR 8,187 (2008: RR 8,397).
Such payments are reassessed by the state authorities on an annual basis. No such reassessment has been completed for
2010 and beyond.
page #106
10. Intangible assets
Goodwill
Trademarks and patents
Total
1,180,469
5,756,308
6,936,777
–
167,801
167,801
1,180,469
5,924,109
7,104,578
–
589,636
589,636
Impairment (b)
–
62,696
62,696
Amortisation expense
–
290,111
290,111
–
942,443
942,443
1,180,469
5,166,672
6,347,141
1,180,469
4,981,666
6,162,135
Goodwill
Trademarks and patents
Total
1,180,469
3,527,688
4,708,157
–
2,228,620
2,228,620
1,180,469
5,756,308
6,936,777
–
239,680
239,680
Impairment (c)
–
140,563
140,563
Amortisation expense
–
209,393
209,393
–
589,636
589,636
1,180,469
3,288,008
4,468,477
1,180,469
5,166,672
6,347,141
Cost
Additions (a)
Accumulated Amortisation
Net Book Value
Cost
Additions (a)
Accumulated Amortisation
Net Book Value
(a)Additions during 2009 represented acquisition of some trade mark (see Note 8) and some patents (know-how).
Additions during 2008 represented acquisition of the Afobazol® trade mark (see Note 5).
(b)The impairment mainly relates to the decrease in customer demand due to the recent financial crisis. The recoverable amount was determined based on a value in use calculation using cash flow projections based on financial
budgets approved by management covering a five-year period and cash flows beyond the five-year period are
extrapolated using a 5% growth rate (2008: 15%) that is the mid-term average growth rate for pharmaceuticals
market. The discount rate applied to cash flow projections is 16.4% (2008: 18.1%).
(c)The impairment mainly relates to the effect of higher discount rates used in the value in use calculations of trademarks that were tested for impairment in 2008.
page #107
10.
Intangible assets
Carrying amount and remaining amortization period of major trade marks as of 31 December are as follows:
Carrying amount
Name
Remaining amortization period (years)
2009
2008
2009
2008
Afobazol®
1,955,884
2,060,199
19
20
Arbidol®
1,715,258
1,818,691
16
17
667,259
707,496
16
17
Flucostat®
Impairment testing of goodwill
Goodwill acquired through business combinations has been allocated for impairment testing purposes to the following
groups of cash-generating units, which are also reportable segments of the Group:
■■
production and wholesale of pharmaceutical products group of units («Pharmaceuticals»); and
■■
production and wholesale of medical equipment group of units («Equipment»).
Carrying amount of goodwill allocated to each group of cash generating units:
Pharmaceuticals
Carrying amount of goodwill
Equipment
Total
2009
2008
2009
2008
2009
2008
961,615
961,615
218,854
218,854
1,180,469
1,180,469
The recoverable amount of the cash-generating units has been determined based on a value in use calculation using
cash flow projections based on financial budgets approved by management covering a five-year period and cash flows
beyond the five-year period are extrapolated using a 5% growth rate that is the same as the mid-term average growth
rate for pharmaceuticals and medical equipment market (2008: 24% for pharmaceuticals and 5% for medical equipment
market). The discount rate applied to cash flow projections is 16.4% (2008: 18.1%).
Key assumption used in value in use calculations
The calculation of value in use for both Pharmaceuticals and Equipment groups of cash-generating units are most sensitive to the following assumptions:
■■
Discount rates;
■■
Raw material price inflation;
■■
Currency rates changes;
■■
Growth rate used to extrapolate cash flows beyond the budget period.
Discount rates – Discount rates reflect management’s estimate of the risks specific to each group of units. This is the
benchmark used by management to assess operating performance and to evaluate future investment proposals. In determining appropriate discount rates for each group of units, regard has been given to the Capital Assets Pricing Model
calculation at the reporting date.
Raw material price inflation – past actual raw materials price movements, including the effect of the devaluation of the
Russian Ruble for US dollar denominated raw materials, have been used as an indicator of future price movements.
Currency exchange rates changes – estimated values based on current market values.
Growth rate estimates – rates are based on published industry research.
page #108
Sensitivity to changes in assumptions
Management believes that no reasonably possible change in any of the above key assumptions would cause the carrying value of the group of units to materially exceed its recoverable amount.
11.Inventories
Inventories consist of the following:
2009
2008
1,448,918
1,113,174
330,508
179,319
– at cost
999,267
1,216,896
– at net realisable value
979,265
1,192,417
2,758,691
2,484,910
Raw materials – at cost
Work in progress – at cost
Finished goods (cost or net realizable value):
Movements in allowance for write-down of inventories to net realizable value consist of the following:
2009
2008
Balance at 1 January
24,479
67,114
Additional allowance
7,434
–
Unused amounts reversed
(987)
(6,674)
(10,924)
(35,961)
20,002
24,479
2009
2008
9,012,168
4,761,359
276,914
–
9,289,082
4,761,359
Utilised during the year
Balance at 31 December
12. Trade and other receivables
Trade receivables (net of allowance for impairment of receivables
of RR 94,910 (2008: RR 568,676)) (a)
Other receivables (b)
In the 4th quarter of 2009 in the Russian Federation the epidemiological situation on a flu was critical. This fact has demanded to increase in volumes of antiviral and anti-cold pharmaceutical products on the Russian market. As a result, the
Group has considerably increased production and sales of these products, such as Arbidol®, Amixin® and other.
Other receivables represented cash rebates on procurement.
At 31 December 2009 RR 52,584 of trade receivables were denominated in currencies other than Russian Roubles, primarily in US$ (2008: RR 172,870).
page #109
13.
Cash and short-term deposits
Movements in allowance for impairment of trade receivables consist of the following:
2009
2008
568,676
167,933
4,979
484,194
(477,279)
(53,977)
Utilised during the year
(1,466)
(29,474)
Balance at 31 December
94,910
568,676
Balance at 1 January
Additional allowance
Unused amounts reversed
The additional allowance for impairment in 2008 includes RR 476,131 in relation to the bankruptcy of one of the
Group’s distributor, CJSC «Genesis» (Note 21). In 2009, a successor of the distributor, agreed to pay almost the entire balance receivable that had been previously provided for. The reversal of the allowance for accounts receivable, included in
«Unused amount reversed» line, amounted to RR 447,671 and recognised in profit or loss (Note 23).
13. Cash and short-term deposits
Cash and short-term deposits consist of the following:
2009
2008
1,604,760
183,688
617,176
2,378
– transferred to the Ministry of Health
156,224
–
– placed in the related bank
420,000
–
2,798,160
186,066
Cash in bank – Russian Roubles
Cash in bank – US$ and Euro
Cash deposits on tenders (a):
This item represents cash deposits restricted for use placed to secure participation in tenders announced by the Government of the Russian Federation. Cash deposit transferred to the Ministry of Health is interest free.
Cash deposits placed in the related bank carried an interest rate of 12.5% per annum.
page #110
14. Short-term financial assets
2009
2008
Promissory notes
331,120
104,300
Short-term bank deposits – Russian Roubles (Note 8)
440,000
–
Short-term bank deposits – US$
302,442
–
45,500
–
14,225
9,695
1,133,287
113,995
2009
2008
782,871
2,328,985
–
14,249
(391,360)
(1,582,722)
391,511
760,512
Accounted for as loans and receivables:
Short-term loans
Accounted for as available for sale:
Securities and other
15. Borrowings and loans
Long-term borrowings and loans
(a) Syndicated borrowing organised by Citibank («Citibank loan»)
(b) Other loans
Less: Current portion of long-term borrowings and loans
Long-term debt is repayable as follows:
2009
2008
1 to 2 years
391,511
380,182
2 to 3 years
–
380,330
391,511
760,512
As at 31 December 2009 and 2008 all the borrowings are US$ denominated. The foreign exchange risk in this respect is
not covered by any derivative instruments.
(a)The Citibank loan was provided in December 2006 in two credit facilities:
■■
Facility A in the total amount of US$ 91 million with maturity period of 3 years (on 18 December 2009 this facility
was repaid); and
■■
Facility B in the total amount of US$ 55 million with maturity period of 5 years.
Interest rate for facility A was initially established as 3 month LIBOR plus margin of 1.50% p.a.
Interest rate for facility B was initially established as 3 month LIBOR plus margin of 1.90% p.a.
In September 2007, when LIBOR rate interest was approximately 5.7%, the Group entered into an Interest Rate Swap
agreement in respect to all interest payments due in respect to the Citibank loan swapping the LIBOR rate interest obli-
page #111
16.
Other taxes payable
gations into a fixed rate of 4.932% per annum. In this manner the Group protects itself against fluctuations of LIBOR rates.
For more details see Note 27.
The Citibank loan is secured by guarantees issued by all the Group’s subsidiaries.
The Citibank loan agreement establishes certain financial ratios, restrictions on disposal of assets and distribution of dividends.
In 2009, the Group repaid US$ 53,385 thousand (RR 1,688,150) of the Citibank loan (2008: US$ 53,384 thousand
(RR 1,337,232)).
16. Other taxes payable
Taxes payable, other than income tax, are comprised of the following:
2009
2008
520,305
292,064
48,221
47,243
568,526
339,307
2009
2008
Trade payables
2,043,178
1,193,029
Payables for Velcade® procurement (Notes 19 and 20)
1,502,796
–
Payable for Afobazol® trade mark acquisition (Note 5)
–
235,000
Payable for non-controlling interest acquisitions
–
24,606
12,004
6,495
348,001
248,414
3,905,979
1,707,544
Value-added tax
Property and other taxes
17. Trade and other payables and accruals
Other payables – related party (Note 8)
Other payables and accruals
At 31 December 2009 RR 1,253,586 of trade payables were denominated in currencies other than Russian Rouble, primarily in US$ (2008: RR 527,018).
page #112
18. Share capital
In accordance with its charter documents the share capital of the Company is RR 37,793. The authorised number
of ordinary shares is 37,792,603 with par value of 1 (one) Russian Rouble. All authorised shares are issued and fully paid.
There were no other transactions with own shares during 2009 except the redemption of a minor part of own shares as
described in Note 6.
As at 31 December 2009 and 2008 more than half of voting shares of OJSC «Pharmstandard» were held by «Augment
Investments Limited» («Augment»), a company registered under the laws of Cyprus and controlled by Victor Kharitonin,
a Russian citizen.
In May 2007 16,349,408 ordinary shares representing 43.3 percent of share capital of the Company were sold by Augment
to public investors as a result of the Initial Public Offering conducted simultaneously at Russian stock exchanges (RTS and
MICEX) where 18.3% of the shares were offered and at the London stock exchange (LSE) where the remaining 25% were
offered.
In addition, in 2008 and 2009, 969,815 ordinary shares representing 2.56% of share capital of the Company were sold by
Augment and were offered at LSE. Also, in 2009 Augment reacquired 55,000 ordinary shares representing a minor part
of share capital. After these transactions, 45.7% of share capital was publicly listed of which 27.6% is on the LSE.
In accordance with Russian legislation, dividends may only be declared from accumulated undistributed and unreserved
earnings as shown in Russian statutory financial statements. The Company had approximately RR 8,911,487 (unaudited)
of undistributed and unreserved earnings as at 31 December 2009 (2008: RR 6,152,441- unaudited). In addition, the
Company’s share in the undistributed and unreserved earnings of the subsidiaries was approximately RR 9,307,037 (unaudited) as at 31 December 2009 (2008: RR 9,826,453- unaudited). For more details see Note 6.
In accordance with the Citibank loan agreement (Note 15) the Group shall not pay, make or declare any dividend or other
distribution without the prior written consent of the lenders.
Earnings per share are calculated by dividing the net income attributable to ordinary shareholders by the weighted average number of ordinary shares in issue during the period. The Group has no dilutive potential ordinary shares; therefore,
the diluted earnings per share equal basic earnings per share.
Earnings per share
Earnings per share are as follows:
Weighted average number of ordinary shares outstanding
Profit for the year attributable to the shareholders
Basic and diluted earnings per share, Russian Roubles
2009
2008
37,792,603
37,792,603
6,836,430
3,504,046
180.89
92.72
page #113
19.Revenue
19.Revenue
Sales breakdown by product groups comprised the following:
Product group
2009
2008 (b)
12,709,906
8,852,923
2,130,766
1,527,884
14,840,672
10,380,807
2,022,368
1,190,629
315,741
171,271
2,338,109
1,361,900
6,156,359
1,446,635
71,545
70,872
23,406,685
13,260,214
688,708
1,075,653
24,095,393
14,335,867
OTC
Branded
Non-branded
Prescription
Branded
Non-branded
Third parties products (a)
Other
Total pharmaceutical products (c)
(a)Third parties products include sales of branded pharmaceutical products manufactured by other pharmaceutical companies such as Midronat (produced by Grindeks). Furthermore, this category includes RR 3,661,922 sales
through government tenders under federal reimbursement programs such as the prescription drug Velcade®
(produced by Janssen-Cilag).
(b)In Russia, classification of pharmaceuticals as prescription products (Rx) or non-prescription over-the-counter
products (OTC) is regulated by the government and is periodically re-visited. The recent re-visiting of OTC and Rx
products classification introduced in 2008 and 2009 had a significant influence of the Group’s product portfolio
structure. For the purpose of comparative analysis, the prior year figures were restated accordingly. The above
changes in the Group portfolio structure do not affect the sales results.
(с)In the 4th quarter of 2009 in the Russian Federation the epidemiological situation on a flu was critical. This fact has
demanded to increase in volumes of antiviral and anti-cold pharmaceutical products on the Russian market. As
a result, the Group has considerably increased production and sales of its products, such as Arbidol®, Amixin® and
other (Note 12).
page #114
20. Cost of sales
The components of cost of sales were as follows:
2009
2008
Materials and components
5,618,032
2,833,105
Third parties products (see 19b)
4,973,093
1,269,143
Production overheads
817,656
734,949
684,802
535,583
Direct labour costs
274,352
204,688
12,367,935
5,577,468
2009
2008
1,365,491
1,061,815
Labour costs
585,997
476,985
Freight, communication and insurance of goods in transit
150,738
122,246
Trainings and other services
29,436
47,009
Certification expenses
38,763
29,996
Rent
53,920
35,873
Commission and license fee
51,495
36,886
Materials, maintenance and utilities
54,211
42,834
Travel and entertainment
58,976
56,148
Depreciation
50,066
45,201
–
476,131
24,035
35,717
2,463,128
2,466,841
21. Selling and distribution costs
Selling and distribution costs were as follows:
Advertising
Allowances for impairment of receivables (see Note 12)
Other expenses
The Group entered into a number of operating lease agreements for warehouses. Rental agreements are revised on an
annual basis. Future minimum operating lease payments classified as selling and distribution costs will not substantially
change in 2010 compared to 2009.
page #115
22.
22. General and administrative expenses
General and administrative expenses were as follows:
2009
2008
436,082
403,121
Utilities and services
78,585
63,002
Travel and entertainment
16,315
15,494
Taxes other than income tax
15,347
15,213
Property insurance
13,981
14,756
Freight and communication
25,134
26,171
Depreciation
17,190
23,420
Rent
27,359
26,520
Materials and maintenance
38,227
24,777
Other
43,025
43,774
711,245
656,248
Labour costs
The Group entered into a number of operating lease agreements for office premises. Rental agreements are revised on
an annual basis. Future minimum operating lease payments classified as are general and administrative expense will not
substantially change in 2010 compared to 2009.
23. Other Income and other expenses
Other income comprised the following:
2009
2008
Income from non-core operations (a)
31,188
107,220
Reversal of impairment – property, plant and equipment (Note 9)
13,374
–
447,671
–
Gain from disposal of property, plant and equipment
–
18,996
Gain from disposal of long-term financial assets
–
23,546
13,627
–
505,860
149,762
Reversal of impairment of receivables (Note 12)
Gain from sale of subsidiary (Note 6)
(a)Income from non-core operations includes agency fee (2009) and reimbursement of marketing and promotional
expenses incurred in respect of certain products (2008).
page #116
Other expenses comprised the following:
2009
2008
226,329
524,842
–
59,186
7,578
–
Impairment of intangible assets (Note 10)
62,696
140,563
Charity
13,992
1,959
Other taxes
53,959
93,784
Fees for factoring
24,594
–
Impairment of other short-term financial assets
–
3,715
Loss recognised on non-current assets classified as held for sale
–
13,891
11,455
27,023
400,603
864,963
2009
2008
6,336
–
Income from changes in fair value of Interest Rate Swap (Notes 15 and 27)
54,337
–
Interest income from loans and deposits
72,205
22,569
132,878
22,569
–
8,457
74,074
43,608
–
44,490
71,895
158,634
145,969
255,189
Foreign exchange loss, net
Impairment of property, plant and equipment (Note 9)
Loss from disposal of property, plant and equipment
Other
24. Financial Income and expense
Financial income and expense comprised the following:
Interest income:
Income from changes of fair value of financial assets recognised in profit or loss
Interest expense:
Loss from changes of fair value of financial assets recognised in profit or loss
Loss from Interest Rate Swap (Notes 15 and 27)
Expense from changes in fair value of the Interest Rate Swap (Notes 15 and 27)
Interest expense on borrowings and loans
page #117
25.
Income tax
25. Income tax
Income tax expense – current
2009
2008
1,724,934
1,458,057
–
(116,374)
67,876
(157,302)
1,792,810
1,184,381
Deferred tax credit – effect from change in profit tax rate (a)
Deferred tax expense (benefit) – origination and reversal
of temporary differences
Income tax expense
On 20 November 2008, the Russian Government enacted a law which reduced the statutory income tax rate from 24% to
20% effective from 1 January 2009. This reduction in the statutory income tax rate is reflected in the deferred tax balances
as at 31 December 2008.
Income before taxation for financial reporting purposes is reconciled to tax expense as follows:
2009
2008
8,645,251
4,687,489
Theoretical tax charge at statutory rate of 20% (24% in 2008)
1,729,050
1,124,997
–
(116,374)
63,760
87,199
–
88,559
1,792,810
1,184,381
Effect from change in profit tax rate
Tax effect of items which are not deductible or assessable for taxation purposes:
Non-deductible expenses
Other items
Income tax expense
page #118
Movements in deferred tax balances were as follows:
Effect from
change in
profit tax rate
recognised
in other
comprehen-sive
income
31 December 2007
Effect from
change in
profit tax rate
recognised
in profit or loss
Temporary
differences
recognition
and
reversal
31 December
2008
Temporary
differences
recognition
and
reversal
31 December
2009
Tax effects of deductible temporary differences – asset (liability):
Property, plant
and equipment
(Note 9)
(360,359)
34,937
23,286
11,020
(291,116)
(16,746)
(307,862)
Intangible assets
(Note 10)
(697,026)
–
110,792
31,801
(554,433)
40,110
(514,323)
4,399
–
(24,248)
141,090
121,241
(153,617)
(32,376)
(18,278)
–
(4,222)
43,613
21,113
(8,782)
12,331
19,656
–
11,025
(85,805)
(55,124)
71,482
16,358
–
–
–
17,817
17,817
(10,867)
6,950
3,809
–
(259)
(2,234)
1,316
10,544
11,860
(1,047,799)
34,937
116,374
157,302
(739,186)
(67,876)
(807,062)
Trade and other
receivables
Inventories
Trade and other
payables and
other taxes
Financial
instruments
Other
Total net deferred
tax liability
The recognition and reversals of temporary differences primarily relates to the following:
■■
depreciation of property, plant and equipment in excess of the depreciation for tax purposes;
■■
fair value adjustments on acquisition;
■■
fair value of financial instruments in excess of the cost of these instruments for tax purpose;
■■
impairment of trade receivables;
■■
allowances to write inventory down to net realizable value;
■■
amortisation of trade marks in excess of the amortisation for tax purposes; and
■■
deemed cost adjustments upon conversion to IFRS.
The aggregate amount of temporary differences associated with investments in subsidiaries for which deferred tax liabilities have not been recognised was approximately RR 5,839,675 as at 31 December 2009 (2008: RR 8,679,758).
26. Contingencies, commitments and operating risks
Operating environment of the group
Russia continues economic reforms and development of its legal, tax and regulatory frameworks as required by a market
economy. The future stability of the Russian economy is largely dependent upon these reforms and developments and
the effectiveness of economic, financial and monetary measures undertaken by the government.
The Russian economy is vulnerable to market downturns and economic slowdowns elsewhere in the world. The global
financial crisis has resulted in a decline in the gross domestic product, capital markets instability, significant deterioration
page #119
26.
Contingencies, commitments and operating risks
of liquidity in the banking sector, and tighter credit conditions within Russia. While the Russian Government has introduced a range of stabilization measures aimed at providing liquidity to Russian banks and companies, there continues to
be uncertainty regarding the access to capital and cost of capital for the Group and its counterparties, which could affect
the Group’s financial position, results of operations and business prospects.
While management believes it is taking appropriate measures to support the sustainability of the Group’s business in
the current circumstances, unexpected further deterioration in the areas described above could negatively affect the
Group’s results and financial position in a manner not currently determinable
Taxation
Russian tax, currency and customs legislation is subject to varying interpretations, and changes, which can occur frequently. Management’s interpretation of such legislation as applied to the transactions and activity of the Group may be
challenged by the relevant regional and federal authorities. Recent events within the Russian Federation suggest that the
tax authorities are taking a more assertive position in its interpretation of the legislation and assessments and as a result,
it is possible that transactions and activities that have not been challenged in the past may be challenged. As such, significant additional taxes, penalties and interest may be assessed. Fiscal periods remain open to review by the authorities
in respect of taxes for three calendar years preceding the year of review. Under certain circumstances reviews may cover
longer periods.
As at 31 December 2009 management believes that its interpretation of the relevant legislation is appropriate and that
the Group’s tax, currency and customs positions will be sustained.
Because of the uncertainties associated with the Russian tax and legal systems, the ultimate amount of taxes, penalties
and interest assessed, if any, may be in excess of the amount expensed to date and accrued as of 31 December 2009. It is
not practical to determine the amount of unasserted claims that may manifest, if any, or the likelihood of any unfavourable outcome. Should the Russian tax authorities decide to issue a claim and prove successful in the court, they would be
entitled to recover the amount claimed, together with fines amounting to 20% of such amount and interest at the rate
of 1/300 of the Central Bank of the Russian Federation rate for each day of delay for late payment of such amount. Management believes that it is not probable that the ultimate outcome of such matters would result in a liability. Therefore,
no provision for these contingencies was recorded in these consolidated financial statements.
Insurance policies
The Group holds insurance policies in relation to its property, plant and equipment, which cover majority of property, plant and equipment items. The Group holds no insurance policies in relation to its operations, or in respect
of public liability.
page #120
27. Financial Instruments and financial risk management objectives and policies
Fair values
Set out below is a comparison by category of carrying amounts and fair values of all of the Group’s financial instruments
except trade receivables and trade and other payables. Management believes that fair value of trade receivables and
trade and other payables equal their carrying value.
2009
2008
Fair value
Net carrying value
Fair value
Net carrying value
2,798,160
2,798,160
186,066
186,066
Short-term loans (Note 14)
45,500
45,500
–
–
Promissory notes (Note 14)
331,120
331,120
104,300
104,300
Short-term deposits (Note 14)
742,442
742,442
–
–
14,225
14,225
9,695
9,695
–
–
199,242
199,242
Borrowings and loans (Note 15)
782,871
782,871
2,343,234
2,343,234
Derivative financial instruments
34,751
34,751
89,087
89,087
24,197
24,197
34,048
34,048
Financial assets
Cash and cash equivalents (Note 13)
Other short-term investments (Note 14)
Financial liabilities
Overdraft
Fair values of long-term borrowings and loans are approximately equal to their carrying value as they are based on
variable interest rates (LIBOR). Fair value of other non-current liabilities and derivative financial instruments (see below)
has been calculated by discounting the expected future cash flows at prevailing interest rates. Fair values of promissory
notes, short-term deposits and other items above approximate their carrying amounts due to their short maturity.
Fair value hierarchy
The Group uses the following hierarchy for determining and disclosing the fair value of financial instruments by valuation
technique:
Level 1: quoted (unadjusted) prices in active markets for identical assets or liabilities;
Level 2: other techniques for which all inputs which have a significant effect on the recorded fair value are observable,
either directly or indirectly;
Level 3: techniques which use inputs which have a significant effect on the recorded fair value that are not based on
observable market data.
page #121
27.
Financial Instruments and financial risk management objectives and policies
The table below shows the assets measured at fair value as at 31 December 2009:
Total
Level 1
Level 2
Level 3
9,595
8,774
–
821
34,751
–
34,751
–
Assets measured at fair value
Financial assets
Securities (Note 14)
Liabilities measured at fair value
Interest rate swap
Financial risk management objectives and policies
The Group’s principal financial instruments comprise bank loans, short-term bank deposits and cash and cash equivalents. The main purposes of these financial instruments are to raise finance for the Group’s operations and investment
activities. The Group has various other financial assets and liabilities such as promissory notes, trade receivables and trade
payables, which relate directly to its operations. During the year the Group did not undertake active trading in financial
instruments. To reduce the risk of interest fluctuations related to long term LIBOR borrowings, the Group entered into an
interest rate swap agreement (more details see below).
The main risks arising from the Group’s financial instruments are interest rate risk, liquidity risk, foreign currency risk and
credit risk. Management reviews and agrees policies for managing each of these risks which are summarised below.
Interest rate risk
The Group is exposed to interest rate risk through interest cash flow and market value fluctuations as the majority of interest rates on long-term borrowings are floating and based on LIBOR as disclosed in Note 15.
The following table demonstrates the sensitivity to a reasonably possible change in interest rates, with all other variables
held constant, of the Group’s profit before tax for one year assuming the parallel shifts in the yield curves (through the
impact on floating rate borrowings and changes in fair value in respect of the Interest Rate Swap):
Increase/decrease
in basis points
Effect on profit or loss
(interest expense)
Effect on profit or loss
(due to fair value change)
100
(7,829)
6,429
(25)
1,957
(1,711)
200
(46,567)
36,842
(100)
23,298
(20,918)
Foreign exchange risk
The Group has US dollar denominated long-term borrowings (see Note 15) and also certain US dollar denominated trade
payables (Note 17) and trade receivables (Note 12). Therefore, the Group is exposed to foreign exchange risk.
The Group monitors the foreign exchange risk by following changes in exchange rates in the currencies in which its cash,
payables and borrowings are denominated. However, the Group does not have formal arrangements to mitigate this
foreign exchange risk.
page #122
The table below shows the sensitivity to a reasonably possible change in the US dollar exchange rate, with all other variables held constant, of the Group’s profit before tax:
Increase/decrease
in US$ rate
Effect on profit
before tax
US$/Roubles exchange rate
+10%
(104,057)
–10%
104,057
+25%
(688,074)
+10%
(275,230)
Liquidity risk
The Group’s policy is to maintain sufficient cash and cash equivalents or have available funding through an adequate
amount of committed credit facilities to meet its operating and financial commitments. The Group performs continuous
monitoring of cash deficit risks and continuous monitoring of repayment of its financial liabilities on time. The Group
performs daily planning and control cash flow procedures.
The table below summarises the maturity profile of the Group’s non-derivative financial liabilities based on contractual undiscounted payments including interest except for payables which normally have maturity periods shorter than 4 months.
Borrowings (a)
Total
Borrowings (a)
Payable for trade mark
Total
Total
Less than 3 months
3 to 6 months
6 to 12 months
1 to 5 years
804,921
102,039
102,039
204,078
396,765
67,018
–
–
871,939
102,039
102,039
204,078
463,783
Total
Less than 3 months
3 to 6 months
6 to 12 months
1 to 5 years
2,489,338
418,926
418,926
852,102
799,384
235,000
235,000
–
–
–
80,810
–
–
2,805,148
653,926
418,926
67,018
80,810
852,102
880,194
(a)The Citibank loan received in 2006 (see Note 15 for details) is including contractual principal amount of a debt and interest
rate calculated in accordance with corresponding terms of the loan agreement at 31 December 2009 and 2008.
Credit risk
Financial assets, which potentially are subject to credit risk, consist principally of trade receivables. The Group has policies
in place to ensure that sales of products and services are made to customers with an appropriate credit history. Sales to
customers are made in accordance with annually approved Marketing and Credit policy. The Group daily monitors sales
and receivables conditions using effective internal control procedures.
The carrying amount of accounts receivable, net of allowance for impairment of receivables, represents the maximum
amount exposed to credit risk. Although collection of receivables could be affected by economic factors, management
believes that there is no significant risk of loss to the Group beyond the allowance already recorded.
page #123
28.
Post balance sheet events
Cash is placed in the related bank (Note 8), which is considered to have minimal risk of default.
The table below summarises the Group’s trade receivables aging.
Not impaired but past due
Total
Neither impaired
nor past due
less 1 month
1-2 months
2-3 months
3 to 6 months
> 6 months (a)
31 December 2009
9,289,082
8,455,737
612,742
19,995
10,657
14,175
175,776
31 December 2008
4,761,359
3,890,073
793,465
54,283
6,013
14,734
2,791
(a) At 31 December 2009 these receivables primarily represent the amount of restructured receivable of CJSC «Genesis». In 2009, the Group reversed impairment against the receivable from CJSC «Genesis», which was recorded in
2008. They were collected in January-March 2010 (for more details see Note 12).
Sales concentration to a small group of customers
The Group works with five distributors that together represent more than 50% of the Group’s revenue for 2009 and
2008. Given the Russian market structure limited number of large distributors is not unusual. The Group has no other
significant concentrations of credit risk but is exposed to general risk of the global credit crisis and its effects on the
Group’s distributors.
Capital risk management
The Group’s objectives when managing capital are to safeguard the Group’s ability to continue as a going concern in
order to provide returns for shareholders and to maintain an optimal capital structure to reduce the cost of capital. The
Group manages its capital structure and makes adjustments to it, in light of changes in economic conditions. To maintain or adjust the capital structure, the Group may adjust the amount of dividends paid to shareholders, return capital to
shareholders, issue new shares or sell assets to reduce debt (while taking into consideration terms and conditions set by
the Citibank Loan Agreement, Note 15).
The Group monitors capital using a gearing ratio, which is net debt divided by total capital plus net debt. The
Group’s policy is to keep the gearing ratio not more than 60%. The Group includes within net debt borrowings and
loans, trade and other payables less cash and cash equivalents. Capital includes equity attributable to the equity holders
of the parent.
2009
2008
782,871
2,343,234
3,905,979
1,707,544
–
199,242
(2,798,160)
(186,066)
1,890,690
4,063,954
Equity
19,281,553
12,451,189
Capital and net debt
21,172,243
16,515,143
9%
25%
Borrowings and loans
Trade and other payables
Bank overdraft
Less: cash and cash equivalents
Net debt
Gearing ratio
page #124
28. Post balance sheet events
Foundation of the joint venture organization
In the 4th quarter of 2009 the management of the Group approved the plan for the foundation of a new joint venture.
In February 2010 the «NauchTechStroy+» LLC («NTS+») was registered in the Russian Federation. The joint venture was
formed by two participants. The Group’s equity participation in the share capital of this company is 50% and amounted
to RR 150,004. There were no transactions with the «NTS+» before the date of approval of these consolidated financial
statements for issue.
page #125
Contacts
page #126
Company Management and Investor Relations
Department are open to dialogue and always ready
to help you with understanding of the Company’s
processes, plans, developments and financials
EMPLOYEE from left to right: Ilya Krylov – IR manager, Ekaterina Makarova – Head of Internal Audit and Control,
Contacts
page #127
Investor Relations
Our company regards openness and business transparency as important competitive advantages. With these principles
in mind, Pharmstandard has developed investment management philosophy aimed at facilitating stable growth in share
capital and good returns on investment.
In dealing with investors, Pharmstandard is guided by following principles:
■■
Ensuring organizational structure transparency;
■■
Providing complete, accurate information to shareholders and potential investors;
■■
Working towards reduction of short-term and long-term investment risks;
■■
Providing investors with tools to monitor reliability and efficiency of their investments.
Company Management and Investor Relations Department are open to dialogue and always ready to help you with
understanding of the Company’s processes, plans, developments and financials.
Investor Relations department is always glad to answer you questions. Any feedback is highly appreciated.
IR department contacts
Ilya Klylov, IR manager
Tel.
+7 (495) 970-00-30 ext. 2416
Fax
+7 (495) 970-00-32
emailir@pharmstd.ru
page #128
Covering Analysts
A number of investment banks and companies provide analytical coverage of Pharmstandard’s activities. In the following
table you will find information about analysts who issue regular reports on Pharmstandard’s operations and status. Please
contact them for additional information about the Company.
Company
Analyst
1
UBS
Svetlana Sukhanova
2
JP Morgan
Elena Jouronova
3
Jefferies International Ltd
James Vane-Tempest
4
Renaissance Capital
Natasha Zagvozdina
5
Citigroup
Marat Ibragimov
6
Goldman Sachs
Anton Farlenkov
7
Merill Lynch
Odile-Lange Broussy
8
Nomura
Mikhail Terentiev
9
Unicredit Aton
Ivan Nikolaev
10
Capital
Marina Samokhvalova
11
BKS
Tatiana Bobrovskaya
12
Rye, Man and Gor Securities
Ekaterina Andriyanova
13
Bank of Moscow
Sabina Mukhamedzhanova
14
VTB Capital
Ivan Kushch
Contacts
page #129
Abbreviations
АRVI acute respiratory viral infection
FRP Federal Reimbursement Programme
WHO World Health Organization
VED Vital and essential drugs
GMP Good Manufacturing Practice
INN
International Not patented Names
CMR Center of Marketing Researches «Pharmexpert»
RxPrescription drugs
OTCNon prescription drugs
TPPThird parties products
P&L profit and losses
SKU Stock Keeping Unit
page #130
5 ‘B’ Likhachevsky proezd, Dolgoprudny town,
Moscow region, Russia, 141700, OJSC «Pharmstandard»
phone: fax: e-mail: url:
+7 (495) 970 00 30
+7 (495) 970 00 32
ir@pharmstd.ru
www.pharmstd.ru

- Pharmstandard

Transcription

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